Kevin Na cashes in on one of the few venues that still gives him a chance, Jordan Spieth putts like he’s never putted before, and Tiger Woods curses while wearing a microphone, which certainly has happened before. That and more in a Memorial Day Monday Scramble. Kevin Na turned pro at age 17. He was the youngest member of the PGA Tour when he played the 2004 season at just 19 years old. It took him seven years to win his first Tour title, in 2011, and another seven to win his second, in 2018. Luckily, he didn’t have to wait until 2025 for No. 3, taking the Charles Schwab Challenge by four shots on Sunday at Colonial. That Na continues to compete – that he’s won twice in the last year – is a testament to his persistence and his short game. In an era dominated by bombers like Rory McIlroy and Brooks Koepka and Dustin Johnson, Na – who has fought through the driver yips, who averages 280 yards a drive, who annually cedes three to four shots to his Tour colleagues in strokes gained: off the tee – finds a way. Immediately after his victory, Na told CBS Sports’ Peter Kostis that he had mentally engraved his name on Colonial’s wall of champions before the final round. Now it’ll be on there for real, standing as proof that you don’t need to hit it 300 yards to win on the PGA Tour. 1. Assuming, of course, you’re playing the right course. Na on Friday cited Colonial as one of the just “seven or eight” Tour venues on which he can actually contend. This feels like a good time to extoll the virtues of tighter Tour stops. Is it any surprise that a beast like Bethpage Black would produce a winner in Koepka and a runner-up in Johnson? Longer courses may restore certain shot values for the longest hitters – yippee! – but they distort them for players who aren’t built like Dwayne Johnson. Colonial Country Club tips out at 7,200 yards. It’s narrow nature, per Na, leaves just about everyone in the same spot off the tee. “It’s more of a second-shot-and-in golf course, and I feel like I’m a really good player from the fairway in,” he said Saturday. Hitting a long and straight drive is a vital part of the game, and players who can do so should enjoy an advantage. But longer golf courses only increase their advantage, epecially tracks with wide fairways. We can test something other than how far a pro can hit the ball. 2. Standing on the 18th green with his daughter in his hands, Na said he had long believed he would one day win this tournament. And why wouldn’t he? He’s the only player in Tour history to have recorded three rounds of 62 or better at Colonial. He co-owns the course record of 61. Might be time to rename the place Na’s Alley. (This is not a serious suggestion.) 3. Tony Finau is going to break through one of these days, we all say aloud, nodding in agreement. This is his fifth runner-up finish on Tour and his 29th top-10. He remains in search of a follow-up to the 2016 Puerto Rico Open. Just keep picking him in fantasy. It’ll pay off, probably in a major, probably soon. Continue nodding. Your browser does not support iframes. 4. Oh, Jordo. Thought this was going to be the one, but Spieth’s putter finally cooled off on Sunday, because it had to. Over the first three rounds, he broke his personal record for total feet of putts holed in a tournament (434 feet, 4 inches), which, you know, typically takes four rounds. He topped out at 480 and signed for a final-round 72, dropping into a tie for eighth. Not breaking any news here, but it doesn’t matter how well you putt if you’re only going to hit 10 fairways over the weekend. Having rediscovered his touch on the greens, Spieth is facing the same problem as most of his Tour colleagues, but backwards. How often do we look at a player – say, McIlroy – and remark, “Man, with the way he hits the ball, if he putted even just average, he’d blow away the field.” If Jordan could hit the ball even slightly below average, with the way he’s putting, he’d end that winless drought of his, which is rapidly approaching two years. Good news is that he was quite clear that he didn’t need to win on Sunday. #TrustTheProcess 5. Circling back to shorter hitters getting it done with guile, Jim Furyk! The 49-year-old was a runner-up to McIlroy earlier this year at The Players and T-13 at Colonial after falling apart on the back nine Sunday. He’ll be eligible for the PGA Tour Champions in another year, but has said he’s determined to stay on the PGA Tour as long as he’s still competitive. With seven top-25s in 13 starts this year, he’s still competitive. 6. Bernd Wiesberger resurfaced with a win at the European Tour’s Made in Denmark. The Austrian, who played alongside McIlroy in the final round at Valhalla back in 2014, picked up his first win in two years. Since the end of 2017, Wiesberger dropped from 39th in the Official World Golf Ranking to 389th, thanks in part to injuries. 7. Duke’s women’s team earned its seventh national title this past week, defeating conference rival Wake Forest in a hotly contested final at the NCAA Women’s Championship. The men will crown a team and individual champion (Maria Fassi of Arkansas won the individual women’s title) this week at Blessings Golf Club. Your browser does not support iframes. 8. Bronte Law said she would “build on this experience” after a playoff loss three weeks ago at the Mediheal Championship, and unlike most everyone else who says that, she actually did. In her very next start, Law went out and won the Kingsmill Championship by two over Madelene Sagstrom, Brooke Henderson and Nasa Hataoka. Law won’t make the minimum number of Ladies European Tour starts necessary to be an automatic qualifier for this year’s Solheim Cup, but she did go to LET Q-School last year with the intent of making herself a tour member and therefore an eligible captain’s pick. You can expect to see her in blue and yellow at Gleneagles in September. 9. Much in the same fashion, Scottie Scheffler bounced back from a runner-up showing three weeks ago to win his next start, the Web.com’s Evans Scholars Invitational. It’s his first victory as a professional and may not be his last this year. With a win, two runner-ups, five top-5s and seven top-10s in 11 starts, he’s already locked up his 2019-20 PGA Tour card. He now leads the race for the Web’s money title. 10. Justin Thomas will make his return to the Tour this week after nursing a wrist injury for the better part of two months. Absent since the Masters, Thomas looks to find the form that saw him finish third or better in three out of four starts in January and February. Having missed the year’s second major, he has two weeks to prepare for Pebble Beach, where the rough promises to put his wrist to the test. 11. And, finally, Tiger Woods will take his second crack at catching Sam Snead this week at Muirfield Village, where he’s won five times. Bethapge wasn’t going to be a great fit for the guy who missed it so far right and left at Augusta that it worked to his advantage, but Woods also looked unprepared at the PGA. It was clear that his 15th major title had taken a lot out of him, enough that he opted to skip an in-between start at the Wells Fargo. With a competitive start under his belt – albeit a missed cut – Woods should be in a better place to focus more on what’s next than on what just happened at Augusta. This week at the Memorial will give us a better idea of where he stands in the quest for Nos. 82 and 16. Tom Gillis was unavailable for his Saturday morning tee time at the Senior PGA Championship at Oak Hill – because he was already back in Detroit. When Gillis walked off the course Friday, following rounds of 74-75, he was 9 over for the week, three off what was then the projected cut line of plus-6. So he packed up and headed to the airport, ready to spend the long weekend at home with his family. It was only once he landed that he realized he had two more rounds to play back in Rochester. Per The Detroit News, Gillis’ absence is being counted as a withdraw and he will receive a last-place payout. This week’s award winners … I can do 100 pushups in 20 minutes: After holing the winning putt, a 12-footer for birdie, Na immediately turned to Kenny Harms and informed him that the restored 1973 Dodge Charger awarded to the Charles Schwab winner was actually going to the Charles Schwab winner’s caddie: Perhaps more impressive than Na’s win was Harms’ predicting it and claiming the car five days in advance: If only it were a Dodge Stratus. Do no Harms: And you can’t say he didn’t earn it. After a a fan’s cell phone went off during Na’s backswing on the 11th Saturday, Harms did his job, maybe a little too well. “He was screaming at her, and he has every right to do so,” Na said. “[But] I felt bad for the lady. I was upset at first, and then I saw the lady’s face, and I was like, ‘Oh, my God. She’s going to pee in her pants.’ So I said, ‘Come on, Kenny. Let’s forget about it. Let’s just go.'” Don’t Stop Til You Get Enough: To Jaime Donaldson, the new King of the Beer Tent, if not the King of Pop: Quit while you’re ahead: Play us out, Tiger.
“Sony is looking at the environmental impact of the product we’re sending out the door,” said Chroma’s Health, Safety and Environmental Manager Chip Siler. “They want to know what chemicals, if any, are contained in these products and whether or not they are hazardous. They want to know how these chemicals are controlled through their lifetime – from the production of the part all the way through its disposal at the end of its life. European laws are much more strict about this than the U.S., and we market to Europe. But we’re doing this – and Sony’s doing this – because we’d like to make the world a better place.” Sony is a leading manufacturer of audio, video, communications, and information technology products for the consumer and professional markets.Learn more about Chroma Technology at www.chroma.com(link is external) and the Sony Green Partner Environmental Quality Approval Program at http://www.sony.net/SonyInfo/procurementinfo/green.html(link is external). Continuing in its mission of manufacturing while protecting the global environment, it was announced on March 15 that Chroma Technology Corp. of Bellows Falls, Vermont has been certified a Green Partner by Sony Corporation. “When I looked over the requirements, we were probably doing 90 percent of what they wanted or more,” Siler said. “But when I had to find test data and lab reports that confirmed and certified what we’re putting in our filters, I found it scattered. Sony allowed me to organize what we do in a manner that anybody can follow.” Being green is nothing new for Chroma. It made certain that its manufacturing processes and support equipment were consistent with its strong conservation principles when it built a new, energy-efficient plant in 2003. And most of the procedures Sony requires from its Green Partners are already in effect. Bellows Falls. 3.28.2012. Chroma manufactures precision optical microscope filters and coatings for biomedical research laboratories all over the world. An employee-owned company, it has satellite sales offices in Germany and China. It employs 99 people and in 2011 saw sales of $24 million. For the past three years, it has been on Inc. Magazine’s 500/5000 list of the country’s fastest-growing private companies as well as on WorldBlu’s global “List of Most Democratic Workplaces.”
Sharing is caring! LocalNews Another police officer granted bail by: Dominica Vibes News – April 14, 2015 Another police officer charged with murder granted bail. Orlan Vigil, the youngest of the five officers who were charged with the murder of Joshua Etienne of Portsmouth in 2014, has been granted bail.Vigil was granted one hundred and fifty thousand dollars ($150,000) bail when he appeared before Justice Errol Thomas on Tuesday 14 April 2015, with Earl Laudat as surety. As part of his bail conditions, Vigil is to reside at Portsmouth and report to the Portsmouth police station every Monday, Wednesday, Friday and Sunday between the hours of 6 am and 7 pm. The bail application for Martin Seaman, Delvin Challenger and Gemma Louis is still being considered. Vigil is represented by attorney Dawn Yearwood Stewart. Sergeant Hayden Morgan, the first officer who received bail, has had his charge reduced to manslaughter. Share Tweet Share 277 Views one comment Share
By Kyra Gillespie Plans for a squeezy development at the entrance of Pakenham’s Main Street has received backlash, with concerns it will mar…[To read the rest of this story Subscribe or Login to the Gazette Access Pass] Thanks for reading the Pakenham Berwick Gazette. Subscribe or Login to read the rest of this content with the Gazette Digital Access Pass subscription.
Pictured at the recent Motorsport Ireland Hill Climb and Sprint Championship pre-season scrutiny event which took place in Frank Byrnes Autobody Repairs, Oranmore L-R Jason Keogh Championship Scrutineer, Aidan Connolly, Clerk of the Course Galway Hillclimb, Joe Courtney Hillclimb Champion 2016, Deirdre McKinley, PRO with her son Rory, Pat Sheil, Scrutineer, Matt Clarke, Oranmore and Frank Byrnes, Frank Byrnes Autobody Repairs, sponsors of the 2017 Marshalls Club. Photo: CaoraDubha Motorsport enthusiasts and car owners from the Connaught region, involved in the Hill Climb and Sprint events this year, gathered for the first of the pre-season scrutiny events, hosted by Frank Byrnes Autobody Repair in Oranmore. The 2016 champion Joe Courtney from Dunmore flying the flag for Galway is a hot favourite again this year. With the Naylor Engineering Hillclimb and Sprint Championships kicking off in County Galway next weekend, the start of fourteen rounds at eight venues nationwide. The 2017 Motorsport Ireland Championship kicks off at the famous “Corkscrew” Hill in Ballyvaughan, Co. Clare on Saturday April 22nd, followed by Ballinalacken Hill, Fanore on Sunday 23rd April. The national committee introduced the pre-season scrutiny last year as part of their ongoing development of the sports to constantly improve all standards, in particular safety. There was a great buzz with scrutineers Jason Keogh and Pat Shiel giving their advice and a constant stream of cars of all shapes and sizes rolling in all day. ‘With safety always being paramount and our number one priority, we strive to bring the safest event venues possible and also to ensure that the competition cars are of the highest standard in terms of maintenance and repair,’ said Rory Stephens, Chairman of Hillclimb & Sprint Committee. A new Hillclimb Marshall’s Club is being established for 2017 with sponsorship from Frank Byrnes Autobody Repairs, Oranmore.Led by Jamie O’Rourke from Limerick, winner of Marshall of the Year 2016, training will be provided to the voluntary team of marshalls. ‘The role of the hillclimb marshall is key to running a successful event. Competitors who are driving at high speed uphill depend on the dedicated flag marshalls to communicate instantly if there’s an obstruction or collision on the hill or a car ahead that has broken down, it is crucial that they are well-trained and alert at all times. This new club will add to the safety and smooth running of the championship throughout the country.’With many drivers tweaking and modifying their hillclimb cars to improve them for 2017, and a number of new builds due out on the hills the pre-season scrutiny gave car owners the opportunity to have their cars checked out well in advance of the race days. Car owners had their cars checked in detail and discussed various aspects of safety and assembly with experienced scrutineers without the pressure of failing scrutiny at an event. The scrutineers were also on hand to answer questions on class/award eligibility, roll cage design and crash structure design. Catering for car owners in the East, John Linane Motors hosted the second pre-season scrutiny day in Rathnew, Co. Wicklow.Frank Byrnes of Oranmore has been a long time participant and supporter of this Motorsport Ireland championship, he holds the title of Irish Hillclimb Champion 2001, 2002 and 2006 and is the only person from the Republic of Ireland to have won the Northern Ireland Hill Climb Championship (2007 and was runner-up in 2009). Frank has been acknowledged locally at the County Galway Sports Star Awards for Motorsports in 2001, 2002 and 2007. He was the recipient of the Galway Bay FM Sports Star Award for Motorsport in 2002 and won the title of Galway Motorsport Champion 2001, 2002 and 2007. Frank Byrnes Autobody Repairs ranks in the SIMI top three expert crash repair businesses in Ireland, promising excellent customer experience and cutting edge technology.print WhatsApp Facebook Twitter Email New Hillclimb Marshalls Club sponsored by Frank Byrnes Autobody Repairs
In 1995, Rebowe took his first collegiate job, joining Darren Barbier’s staff at Nicholls. From ’95-‘99, he served as defensive backs coach and special teams coordinator before coaching the receivers in 2000. Rebowe was part of the biggest turnaround in FCS history as the Colonels went 0-11 in ’95 before earning a playoff spot the very next season with an 8-4 mark. “I think they hired the right man for the job,” Hudspeth said. “Tim is going to bring to Nicholls State University a wealth of excitement, a winning attitude and great experience of recruiting in the state of Louisiana. I have no doubt that they will be successful and will be one of the top teams in the Southland Conference.” “Both on and off the field, Tim has played a huge part in the success that we have had with the Louisiana Ragin’ Cajuns, winning three consecutive bowl games, a Sun Belt Conference championship and having the highest team GPA in the Sun Belt Conference,” Hudspeth said. Rebowe has helped lead the Ragin’ Cajun program to three consecutive bowl victories and a conference championship under head coach Mark Hudspeth. During his tenure at ULL, Rebowe has served as the safeties coach (2004-07, 2011-14) and linebackers coach (2008-10). Rebowe’s group had a stellar year in his first season as defensive backs coach in 2004 as the defense ranked 11th in the nation in passing yards allowed. Both of his starting safeties that year, C.C. Brown and Antwain Spann, would go on to the NFL. The following season, the pass defense finished 23rd in the nation in yards allowed. Rebowe began his coaching career in 1988 at his alma mater, Destrehan High School. While at Destrehan, Rebowe coached future NFL Hall of Famer Ed Reed. Pending the approval of the University of Louisiana Systems board, Rebowe, a 51-year old native of Norco, La., will become the 10th head coach in the program’s history. Rebowe not only brings a wealth of experience coaching at the collegiate level, but has strong ties to the state of Louisiana, having coached within the borders his entire career. THIBODAUX, La. – Tim Rebowe, who coached at Louisiana-Lafayette as an assistant for 11 seasons and was a former assistant coach at Nicholls for six years, has been named head football coach at Nicholls State University, Director of Athletics Rob Bernardi announced on Friday. “Coach Rebowe brings extensive recruiting and coaching expertise and tons of enthusiasm to the Nicholls football program,” said Dr. Bruce Murphy, Nicholls president. “During a community huddle held last month, Colonel fans expressed to me the importance of hiring a coach who would be active in the community, aggressively recruit local and regional student athletes, and build a competitive program on a tight budget. With those qualities in mind, Coach Rebowe rose to the top of a highly qualified applicant pool. I’m excited to welcome Tim back to Nicholls, and I’m confident that he will bring a competitive spirit to the football program while spreading Colonel pride throughout the Bayou Region.” Last season under Rebowe’s tutelage, the Cajuns tied for the Sun Belt lead with 14 interceptions. In 2011, his safeties combined for five interceptions, including three returned for touchdowns. As a linebackers coach, Rebowe guided the team’s leading tackler in all three seasons and also had two players earn All-Sun Belt recognition. Following his stint with Nicholls, Rebowe coached the cornerbacks at ULM from 2001-03. Rebowe earned his bachelor of science in physical education from LSU in 1987. He is married to the former Kim Robichaux and they have a daughter, Samantha, and a son, Tyler, who is an infielder on the Colonel baseball team.
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EDITOR’S NOTE: Paul Jones, LPC, is the new director of asset protection and risk management at CKE Restaurants Holdings, Inc. The 25-year retail veteran started his career at Jordan Marsh and Mervyns before moving into management roles at Luxottica Retail, Sunglass Hut, and Limited Brands where he was senior vice president of LP and global security. Jones also led the loss prevention functions at the Retail Industry Leaders Association as well as at eBay. Most recently he was COO for Turning Point Justice before moving to CKE. Jones has long been active in the industry as an original member of the LP Magazine editorial board and founding member of the Loss Prevention Foundation.EDITOR: You recently took a position with CKE Restaurants. Tell us who CKE is and what brands they represent.JONES: CKE Restaurants Holdings, Inc. owns two brands in the quick-service restaurant (QSR) industry, Carl’s Jr. and Hardee’s. We are headquartered in Franklin, Tennessee, just outside Nashville with more than 3,900 restaurant locations in 42 states and in 28 countries.- Sponsor – EDITOR: Didn’t CKE start in Southern California?JONES: That’s correct. CKE’s founder, Carl Karcher, began his entrepreneurial venture in Los Angeles in 1941 with hot dog stands and quickly grew the business. By 1945, the Karcher family had opened the first Carl’s Jr. restaurant in Anaheim. The restaurants steadily spread throughout the West Coast in the post-World War II growth of the American highway system. A couple of years ago, the company made a strategic decision to move the California corporate offices in Anaheim and Carpinteria along with the St. Louis, Missouri, office to Tennessee.EDITOR: Carl’s Jr. is predominately still on the West Coast, correct?JONES: In the United States, Hardee’s restaurants are predominately east of the Mississippi and Carl’s Jr. on the west, but the brand recognition for the Happy Star is nationwide. Both Carl’s Jr. and Hardee’s pride themselves on providing great customer service and innovative menu options while still maintaining their charbroiled burger roots.EDITOR: You were most recently the COO of an LP industry solution provider. What enticed you to make the move back to the retail side with CKE?JONES: Well, a couple things. First and foremost, my heart is in retail loss prevention and always has been. While I had great learnings as a solution provider and have newfound respect and admiration for those in the solution-provider space, I had a desire to get back into retail. As I worked with my network, the opportunity at CKE was presented to me as a group that was looking to change and transform their company. They were looking for a leader of asset protection and risk management that could help them with that transformation.I had the pleasure of interviewing with our chief operating officer, Tom Brennan, and we really clicked. I was very excited about the type of change the whole executive leadership team at CKE envisioned. It reminded me of my early Sunglass Hut days when I was part of that company’s dramatic change. Today that company is still a vibrant, successful retailer as part of Luxottica Group. The CKE Leadership Team is committed to driving our global business forward, running a great QSR business, and having a global footprint to make this a very profitable company.EDITOR: What areas of responsibility do you have?JONES: Today I have asset protection, safety, and risk management. The QSR world is a little different from regular retail. Safety in our world is not only reviewing accidents to get to the root cause and figuring out solutions but also actually getting into the pipeline of how we build our restaurants, the type of equipment we use, developing new equipment when what’s out there isn’t working, and creating processes that will further enhance our safety culture.Then we have a compliance function behind that, so as new products or solutions are introduced, we train and educate our employees to ensure they are working safely. In the QSR space, safety issues can be a bigger hit to the P&L than actual shrink loss.EDITOR: Thus far, what have you found to be the major challenges and issues?JONES: Currently, we have a unique challenge because we have an existing team running the business that’s in place in California that we’re replacing. So we almost have two jobs: one to develop a new team, new protocols, and new methods and procedures to attack losses and safety and risk, but at the same time managing the existing team. It’s pretty unique to some of the transformations that I’ve done in the past.If you think about it, it takes a certain type of care and motivation for those associates who need to continue to drive the business forward while knowing that they are transitioning out of the company. But I’ve got to tell you, the team that we have in place in Anaheim has really stepped up to the challenge. They’ve been ultimate professionals in helping us build a new team in Franklin and making sure that they hold the business together with true integrity and honor in order to leave us with a better process and a better team.EDITOR: Are you currently hiring your own team?JONES: That’s my second-biggest focus. How do you hire a team of ten in a period of sixty days and get them trained within ninety days while not missing a beat with your current business? We’re in that process now of recruiting talent. Incidentally, I was able to find all our asset protection people using LPjobs.com.It’s been really rewarding to take a new group of people—some with QSR experience, some with none—and onboard them very quickly knowing that we’re in this challenge learning the QSR space, because it is a different space.EDITOR: Is your team going to be situated across the company in regional locations?JONES: No, we went to a centralized model as I have done in past companies. When I started looking at the challenges and what the future looks like, it made sense to centralize the team and fly them out when we need them in the field. We’re moving to a telephone-interviewing model and high-prevention model—how we prevent incidents so that we’re not taking cases but really mining the data to go after only ones that are most meaningful. We’ve spent the last ninety days putting all the data sets together so that we fully understand all the drivers and triggers of profit loss, risk loss, and accident causes throughout the business.EDITOR: Explain that a bit more.JONES: We’ve done a ton of work to make sure that we understand the historical data to allow us to plan for the future. Part of the plan on the asset protection side is speaking to the field team in a way that they really understand what their losses are because today they don’t fully understand that. What we’ve done is come up with simple risk models—one, two, three, four, five—and input into risk models their food loss, accident cost, coupons, voids, and cash loss. What we see, as we all know the 80/20 rule, we can focus the field team on where we need better training, where we could maybe use more staffing, and where we could use investigations. In the past, they didn’t have the ability or the tools to be data-centric, whereas today we’re building those metrics so that we can move forward.EDITOR: Talk about some of the technology solutions that you already have or that you plan to implement.JONES: We’ve done just basic data mining using some internal tools, taking all the disparate databases in the company from audit scores to past cases to food loss to voids to chargebacks to turnover rates and building risk models with that. In the past, CKE looked at those things separately, but as we know as practitioners, we gain a lot more insights putting them together and looking at that total picture.We found it necessary to break out Carl’s Jr. as a separate entity from Hardee’s when doing that type of data analysis because the shrink problems, food loss problems, safety problems are different in both locations. There are drivers, for instance, on food loss in a Hardee’s environment that’s being driven by certain products, mainly biscuits and the way we do buns. In the Carl’s Jr. environment, it’s not as centric for breakfast, so there’s less food loss as it relates to those items.EDITOR: Risk management is not always an area most LP executives manage directly. How have you handled that responsibility?JONES: One of the reasons this job was very appealing to me is I’ve never managed the risk management function. I’ve managed safety but not risk. So I was excited to be able to learn a new discipline. I had several industry friends help me prepare for that. Leo Anguiano spent several days with me talking about how to think about risk. Maurice Edwards spent time with me discussing risk and total cost of risk. I appreciate that people were very generous with their time.Also, internally we recruited a solid risk management professional, and over the last four months I’ve spent a lot of time digging into understanding risk, the cost of risk, how to manage risk, how to do things maybe differently. We’ve found that we can use some technology solves into our risk pipeline to reduce costs. For one, we’re implementing a traveler care nurse line with Travelers Insurance. So instead of filling out forms and having an adjustor call our injured employees, crew members will be able to get on the phone with a nurse the minute an accident happens. Companies that use this approach find a reduction of 20 to 30 percent in their cost.Calling other people in the QSR space, asking what they’re doing, and then looking at our approach and adjusting it, I’ve found to be pretty exciting because there’s some simple fixes that we’re doing that should save us hundreds of thousands of dollars.EDITOR: Over the next twelve to eighteen months, how will you measure your success?JONES: I think from the asset protection side, it will be, has this smaller team performed at the level of the past team or above? Have we reduced losses to the company? Have we been true business partners, and have we helped the field organization make their restaurants more profitable?On the risk management side, it will be, what is the cost of risk and have we reduced it? A lot of that will be helped by our broker, Marsh, who has several QSR restaurants in their portfolio, who can help us answer, what is the total cost of an accident for worker’s comp and slips, trips, and falls? And are we at or above that? We’re starting to put quarterly measurements into place now to try to find that out because we haven’t done that historically here. Our quarterly metrics will tell us, for this same store subset, are we better or worse per total cost, per accidents per 100,000 employees, and how long has a claim stayed open? We are very aggressively working with our provider to go after the claims reviews and making decisions quickly on whether we settle or whether we move forward and litigate the claim.Again, these are new learnings for me. I’ve got to say there are at least a half dozen QSR peers that have taken my calls and helped educate me on their programs. I’m taking the nuggets I get from each of them and working them into the program that we have.EDITOR: Are more of the issues employee claims as opposed to customer claims?JONES: The biggest loss issues in the QSR risk space are employee claims. Those accidents tend to be the more egregious accidents. But slips, trips, and falls in QSR can also be a nightmare. So we’re working on a lot of things. What are best methods for keeping floors clean and keeping them from being wet? Do we have the right mops in place? Do we have the right signage in place? Are we using the right utensils in the back? Are we cleaning our fryers the right way? Do we have the personal protection equipment on? Are people wearing the right shoes? All that is audited by a third party for us, and our safety manager follows up with stores with low scores to make sure they are retrained.EDITOR: What role are you playing today with the franchisees?JONES: Today we’re a support role only. When they call and need something, we help them. The goal is as soon as our program is fully up and running, we will look at an approach for supporting our franchisees to help them be the most profitable they can be. I envision determining what are the best methods and sharing what we do. We certainly don’t tell franchisees how to run their business, but we can give them our best practices.Secondly, we have to establish a dialogue with the franchisees, which has not been part of our historic process. For example, I speak almost weekly with Tracey French at Boddie-Noell, one of our largest Hardee’s franchisees, to both learn what he’s dealing with and exchange different ideas that we’re considering. There are areas that we can collaborate and vendors that have more experience in the QSR environment.For instance, both Boddie-Noell and CKE just put in Vector Security. To us it’s a great solution, it’s the right price, and they totally understand this type of business. We both separately, without actually knowing it, have implemented ThinkLP. For us, ThinkLP will be a loss prevention portal that will handle risk management, safety, asset protection, crisis management, and will help us follow up with the field compliance piece. It will handle accident reporting and risk management paperwork, and we’re considering setting up a module that will help handle HR and maybe even legal.EDITOR: So over the next year or so, a whole lot of things will likely change in terms of your relations with the franchises.JONES: That’s right. Again, my boss, the COO Tom Brennan, his sole goal is to ensure that his team, including us, are finding ways to help the restaurants and the franchisees be more profitable. So if I take that as my headline, I have got to build a path to help us get there. And again, it’s a different relationship because you can’t force your ideas on them, but you certainly can say, “Here’s what’s worked for us and for others, and here are solution providers that we can recommend and stand behind that you might want to think about.” We think there are a number of things that we can do to help franchisees around the globe be more profitable.EDITOR: I’m confident you will make that happen, Paul. Let’s turn to some of your other unique roles in the industry. You had a great run with eBay. Tell us about that.JONES: What a great experience eBay was for me. When I was leaving RILA (the Retail Industry Leaders Association) and looking to get back into the industry, eBay offered me the opportunity to talk to them. I was a little suspicious because I knew that their site had stolen goods and believed at that time that they seemed to be resistant to taking care of that. But as I talked to them and met with individuals there, it became clear to me that the entire eBay retail problem centered around a lack of trust and communication. I looked the folks at eBay in the eyes and believed that they really, truly wanted to fix the problem. So I joined knowing that there was nowhere to go but up with the relationship. I started with just one focus-to try to bring eBay and retailers together. So in a quick period of time, I was able to show key people in eBay that there were stolen goods on the site and that we could use data to try to pinpoint that.EDITOR: How did you do that?JONES: One of my first hires was a programmer. I asked him to get me all the pawnshops on eBay who were selling baby formula, Crest Whitestrips, and diabetic test strips. There were hundreds of them on eBay. And from that point on we were able to drill into it to find out that they didn’t have a clear supply chain, that they were actually buying product from people committing crimes, and we were starting to address some of those sellers on our site. That gained instant credibility with the senior team at eBay, and I became very trustful that eBay wanted to fix those problems.As I went around the world getting onboarded with eBay, I found out that we had something like sixty people who manually processed subpoenas. It seemed very odd to me that we were doing this manually through faxes given eBay was one of the largest technology companies in the world. So we came up with an approach to automate the process, so law enforcement would go through the web to give us their subpoenas. We would pull the data automatically. We built a system that does this, which works very well today in multiple languages.We took the payroll that we saved from that and hired asset protection managers. We started looking at not only stolen goods but also counterfeiting, exploitation of children, and money laundering on the PayPal side. We built reporting and mechanisms to not only identify those crimes but also actually go after some of those criminals. From forgeries in art and autographs to clearly stolen goods to someone scamming the system by buying stuff but not paying for it, we had different approaches across the globe for all of that.We made a real dent in crime, and within a couple years, as you guys highlighted in the magazine, instead of pointing fingers, retailers and eBay were working together to solve the problems as a joint collaborative team. I’m hearing that they’re still doing great things with the retailers, which is really good.EDITOR: After eBay, you moved to the solution-provider world as COO of Turning Point Justice. What did you learn from that experience?JONES: At eBay, I had spent 80 percent of my time on the road. Moving to the solution-provider side was a big risk for me, but one of the real positives was it allowed me to work within two miles of where I lived. I had met Lohra Miller, the former district attorney of Salt Lake City, who talked to me about her technology project and her vision for helping the criminal justice world with petty crimes by educating offenders as opposed to having them arrested. It’s something I have always believed in. She advised me that she was a partner with the National Association for Shoplift Prevention (NASP), who I had been associated with for twenty years. Frank Johns and I rolled out one of the first retail pilots of NASP’s offender education program in Los Angeles twenty years ago. Given this technology startup was paired with a very reputable group of people that I knew were passionate about fixing shoplifting and helping retailers, I thought Turning Point Justice (TPJ) was a good fit for me.When I say that TPJ was a true startup, I really mean that. For the first six months we had a small office with plastic tables, using our own cellphones, and holding meetings in hotel lobbies to try to get sales and make things happen. I worked hard to get some key retailers to give us a chance and build our sales, and we did quite well with that. We were able to put operating disciplines in place to make sure we had good purchasing, that we had the right product. We were able to always continually adjust our technology product to make sure that we were in line with both legal and statutory requirements, whether it be district, state, or county.I really enjoyed the entrepreneurship. As you know, one day you’re doing HR work, the next day you’re recruiting, the next day you’re packing boxes and shipping stuff, or you’re on the phone with your retail counterpart. Some days that’s good, and some days you’re scratching your head saying, “What did I accomplish today?” as you’re driving to the mailbox to drop off shipments. It was a great experience for me to help build that company and put an infrastructure in place.EDITOR: You’ve also had one other very important industry involvement as one of the founding members of the Loss Prevention Foundation and are currently on its board of directors and executive committee. Why have you remained so actively involved in the Foundation?JONES: I remember sitting in a room talking about why our industry didn’t have an organization that was committed to developing the professionalism of the loss prevention industry. We all knew that there were many great leaders of loss prevention that you could put against any senior operator, and they could run the business as well as the next person. But how do we make sure that we didn’t lose the new generation of LP people coming in? I think that concern really inspired me to be part of the LP Foundation, to help be a beacon out there for loss prevention people coming in.I get a real kick out of going on LinkedIn and seeing these new loss prevention professionals so proud that they passed the LPC. And I just am proud to see that so many of these people that have gone through LPQ and LPC have gone on to be leaders in our business. I can testify that certification is not just something where you sign your name, pay the money, and get credentials. It’s a course that truly puts a framework around what it is that we should do as practitioners.I’m also proud that we have stayed on course and never strayed from our mission. It isn’t about making money or prestige. It’s about taking care of this profession and making sure that it continually grows, that it’s professional, and that it’s taking on new challenges. I know we have a number of new offerings coming out from the foundation, and I’m very excited about them.EDITOR: You deserve a lot of credit for where the foundation has grown today. If you could, reflect back on the last twenty years of what you’ve seen in the loss prevention industry and give us your thoughts on where we have been, where we are, and where we are going.JONES: I can say ten to fifteen years ago, we were all about driving numbers, hoping shrink would come along with it. Sometimes we had data, but most often we were going on instinct. As technology evolved and we had exception reporting, we learned how to use data to start driving decisions. In fact, what I saw in my career is that we in loss prevention did it better than the operators. We took the time to make sure that data drove decisions, and then we developed the solutions around what the data told us. We developed programs, built training, and awareness behind that, and then we saw our shrink get fixed.When you take that approach to allow data to drive the decisions, and you make the investment in getting the right people who are very smart, you’ll have a great solution. I hope to get people sitting around me that are smarter than I am and very diverse in their thinking. I’ve seen a number of times in our industry where retailers make an easy decision to put an operator to run a loss prevention organization. More often than not, it hasn’t worked out so well. It reminds me that an LP executive brings a unique discipline to the table with the understanding of how to put together what the data tells you with how to build a program and pull the levers to make sure that you are driving your shrink down, at the same time impacting your sales in a positive way and keeping people safe.Loss prevention professionals really are great leaders who add more and more value to their companies. If you look back to the aftermath of 9/11, most of us took on crisis management roles. As the world changed, we had to learn what to do about workplace violence and organized retail crime. Now we’re managing programs for active shooter. Some are starting to take on data-security roles and looking at cyber crime. And now risk management.Today as we move to a total cost of loss strategy, I think it helps us build a better return on investment. I believe most LP practitioners have always taken into consideration what the total cost of loss is, but now there is framing around it that creates a more powerful message to speak to the corporate business leaders.I really can’t think of another industry with professionals who add value and impact their company as much-an industry where a high percentage of people are willing to take phone calls, share a program, and give you their advice. That, to me, has made this a phenomenal industry to be part of. 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OLYMPUS DIGITAL CAMERAGroup of six snatch $11,000 in designer purses The following information comes from the Northbrook, Illinois, Police Department as a record of incidents reported to the police and those arrested on criminal charges, which represent accusations that are often dropped or reduced. Updated information may be available from the Cook County Clerk of the Circuit Court. Everyone arrested is presumed to be innocent unless found guilty in court beyond a reasonable doubt.Staff at the Northbrook Court Louis Vuitton reported around 3:30 p.m. on October 3 that five men and one woman described as in their early 20’s stole three purses from a display worth about $11,000 before fleeing the area in one foreign type vehicle and another sedan. Police are continuing to investigate. (Last week, four women or girls stole about a dozen purses from another Northbrook store.) [Source: Northbrook Patch]Apple contracts police to deter thefts at retail storesApple is expanding its efforts to deter thieves from their retail stores in California, as well as beefing up security to prevent further loss. The tech giant has moved to contract local police to provide “tighter security” at its stores. These officers are paid by Apple and are privately contracted, meaning that no tax dollars are at use.- Sponsor – Apple already has security and police guarding its stores across the country, but this new contact is an extension of those efforts in response to safety concerns at California stores. While many malls offer their own security, their power is greatly limited, and once robbers escape the mall, there’s nothing the mall security can do.Thus far, the Sacramento police officers contracted by Apple have helped to put customers at ease, and stores have been robbery free for several weeks, according to CBS Sacramento. [Source: Security Today]New tech uses product ‘fingerprints’ to detect counterfeitsEntrupy has launched a fingerprinting solution to counteract the growth of counterfeit products, according to a press release. The company’s company’s tech uses computer vision techniques, artificial intelligence and machine learning to verify the authenticity of designer and luxury goods through a fingerprint-like match stored in the cloud.The Entrupy Fingerprinting system, which relies on a mobile app, has been tested by an upscale retail chain in the United Kingdom. The retailer, which Entrupy did not identify, used the system on high-value goods to prevent returns fraud. Verify returns instantly at the point of intake expedites returns and detects if a replica product has been substituted, according to Entrupy.The company said the system has been tested in diverse categories, including apparel, cosmetics, luxury goods, electronics and industrial parts. Brands currently authenticated include Balenciaga, Bottega Veneta, Burberry, Celine, Chanel, Chloé, Coach, Dior, Fendi, Goyard, Gucci, Hermès, Louis Vuitton, Prada and Saint Laurent, according to Entrupy’s website. [Source: RetailDIVE]Men in bonnets shoplift thousands from lingerie storePolice in Spartanburg, South Carolina, say two men wearing bonnets shoplifted thousands of dollars in merchandise from a Victoria’s Secret store. The incident happened Monday evening at WestGate Mall in Spartanburg, according to a Spartanburg Police Department incident report.The manager of Victoria’s Secret/PINK told officers she was alerted by the machine at the store’s entrance that detects when merchandise is being shoplifted, according to the report. n employee told officers that when she was cleaning up, she saw a man wearing a white shirt, blue jeans and a bonnet on his head, the report states. Another customer saw two men with bonnets on their heads “grab several thousand dollars worth” of merchandise and clothes from the front table in the store and clothing that was hanging up beside the table, police said.There was surveillance footage of the theft; however, the manager told officers it would not be available from corporate until later. The two bonnet-clad suspects were seen running toward and then through Bed, Bath & Beyond, then getting into an SUV outside the store. The police department redacted the total dollar amount of the stolen items in the report. [Source: The State]Consumers getting refunds from record fraud judgmentThe government has obtained a record $1.3 billion civil court judgment against AMG Services, Inc. and Scott Tucker on charges they operated a massive payday lending scheme. The Federal Trade Commission (FTC) and Department of Justice (DOJ) say $505 million of that amount is being returned to consumers the government says were victims of deception. The defendants were charged with violating both the FTC Act and the Truth in Lending Act.The case goes back to 2012 when the FTC charged the company told borrowers they would only pay a one-time fee plus the loan amount. Instead, the government said AMG made multiple withdrawals from consumers’ bank accounts, charging a new finance fee with each withdrawal. Because of that, consumers who borrowed from AMG paid far more for the loans than they had originally agreed to pay.Last year, the U.S. Attorney’s Office for the Southern District of New York concluded prosecution of Tucker and his attorney by securing convictions on criminal charges. Tucker was sentenced to 16 years in prison. U.S. Bancorp, the parent company of U.S. Bank, was fined $528 million for violations of the Bank Secrecy Act. Prosecutors said it failed to alert law enforcement to Tucker’s suspicious banking activities.The FTC and DOJ say they are using the money obtained through the civil and criminal cases to make refunds to consumers who took out loans before January 2013 from any AMG company. Recipients should deposit or cash checks within 60 days, as indicated on the check. Consumers should also guard against telephone calls from people claiming to be from the government, seeking information or funds to facilitate payment. That’s an old scam trick.The FTC says it has the companies’ business records and will use them to identify consumers eligible for a refund and will send the check. The FTC never requires consumers to pay money or provide information to cash refund checks.While it is not necessary to contact the FTC, consumers who have questions may call the agency at 866.730.8147. [Source: Consumer Affairs] Two men shoplift with 3 children, baby carrier in towTwo Illinois men were seen leading three children, a baby carrier and carts of stolen merchandise out of a Walmart. Crime Stoppers of the Quad Cities reports two black men in their mid to late 30s were walking out of a Walmart on Sept. 29 when store security confronted them. The men had three children, all of whom appeared to be younger than four years old. One of the men also had a covered baby carrier on his cart.The men refused to cooperate with store loss prevention, according to the report. One men pulled the children into a 2018 Toyota Camry rental car by the arms. The other “tossed the carrier in the back seat.” None of the children were secured. They then left the store. The baby carrier was covered, but LP said they think baby clothes were stashed under the cover. The report says anyone with information can submit a tip anonymously by calling Crime Stoppers at 309.762.9500 or submitting a Web Tip. Tippers could receive up to $1,000 in rewards. [Source: WQAD8 News] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
alicia eler With the new interface, searching for content is incredibly easy. The drag-and-drop feature makes it even simpler to add social media to the curation stream. Related Posts Facebook is Becoming Less Personal and More Pro… This radically shifts the way stories are being found and created on the web. Facebook and Twitter users may be content creators, but their content doesn’t go anywhere outside of the social network. With Storify, the ability to instantly gather Tweets and Facebook posts into one longer story make the new version of Storify even more powerful.How Storify is Trying to Make the News More SocialLast month, The Guardian and The Washington Post went social with Facebook apps. Anything you read will be automatically sent into Facebook, with the intention of making the news you’re reading more social.In today’s Storify announcement, they note that their goal is to “make Storify a great place to read the news in a social way.”Whereas Facebook is feeding news you’re reading on outside sites into the network itself, Storify encourages users to grab news and manually bring it into the network. The frictionless sharing element does not exist on Storify, making users feel in control of their content – whereas Facebook elicits the opposite feeling from its users.This new update comes on the heels of the SoundCloud integration into Storify, which gave users an easier way to drop audio into their streams.Storify logo via jeffthechimp. The Dos and Don’ts of Brand Awareness Videos Tags:#Blogging#social networks#Social Web#web Today Storify launched its new editor interface, featuring slicker, easier-to-use tools for fast content curation. The new foundation flip-flops the search and editor sides of the interface, and places a higher priority on each content curator writing their own text for the story. Photo searches are big and bright, and the results are displayed in a handy gallery format that mimics a slick, white cube art space. The drag-and-drop functionality makes story curation more user-friendly. Previously, Storify didn’t have a logo – now it does. Storify has its own login system now, too. Storify’s previous user interface made searching for social media content feel more difficult than it should. Guide to Performing Bulk Email Verification Why Does Storify Want To Be More Blog-Like?In July of this year, Storify “grew up”, becoming blog and SEO-friendly. Our own Marshall Kirkpatrick writes: “…social media curation is becoming a first class citizen of the open Web, just like blogging.” The new Storify makes it feel like you’re writing a blog post and adding social media to it, rather than dropping a ton of social media into a stream. Installing the Storify bookmarklet into your other social media lets you Storify anything you find on the web, including stuff you find on Facebook. It’s even more ubiquitous feeling than the Like button. Try installing the Storify bookmarklet, then mouse over a post on your Facebook news feed. The Storify button will come up. A Comprehensive Guide to a Content Audit