Acadian was named SAMMY Installer of the Year in 2019 (Midsize Company), 2021 (Large Company), 2022 and for the fourth time this year, an honor Acadian Total Security vice president Brandon Niles doesn’t take for granted or take lightly.

“This is one of the biggest things that our team puts a lot of energy into every year,” he says. “We love just being nominated. There are so many great companies that are affiliated with this program, with this award. So, to win it four times in eight years is pretty amazing, to be quite honest.”

“We take a lot of pride in winning this award. When we don’t win, we get very disappointed. I guess it’s not reasonable to expect to win every year, but our team puts so much work in and we care so much about what we do, that maybe it’s not unreasonable to think we should win every year,” says Niles.

Juggling Different Models

Niles describes Lafayette, La.-based Acadian Total Security as “a little bit of a hybrid company,” noting it takes on both large projects that span the entire country and regional alarm installations more commonly associated with small security integrators.

Acadian Total Security is a division of Acadian Ambulance Service, which marked its 50th anniversary in 2021. They started primarily with medical alert-related installations, expanded into monitoring and then moved into retail security in 2014. The company also has a fleet tracking division.

“We definitely have our hands in a lot of different aspects of the physical security industry,” says Niles, noting the company has shifted from about 70 percent residential work five years ago to closer to a 50-50 residential/commercial split these days.

“It’s a lot of work, to be quite honest with you,” says Niles. “I don’t know that we quite have it completely figured out yet, but we are continually evolving.”

Despite its track record of racking up hardware, Acadian knows there is always room for improvement. The company is in the process of unifying its support team and technicians, a strategic move that brings together the best elements of its previous structure.

Niles notes that this year-long transition includes comprehensive training to establish a tiered setup, resulting in enhanced service for Acadian clients.

By breaking down internal silos, the company is unlocking greater collaborative efficiency and intentionally building clearer, more robust career growth pathways to retain and empower its top talent.

What Makes Acadian Total Security Stand Out?

As much of a cliché as it might be to say Acadian Total Security stands out from the crowd because of its culture, Niles truly believes that is the company’s differentiator.

“When evaluating our team, we look closely at our core values and have hired exceptionally high-caliber people,” he says. “I think the fact that we are owned by Acadian Ambulance Service, there’s a mindset and a mission that comes with being affiliated with them that’s really been pushed down to our company.”

“When you look at what we do differently, the professionalism and the number of checks and balances that we build into everything we do, we go above and beyond to make sure we’re delivering a great customer experience and keeping them ultimately safe with whatever product they’re choosing from us,” says Niles.

Niles credits some of Acadian Total Security’s success with its willingness to listen to some of the people and companies that have paved the way for them in the security industry. That includes membership in both the Electronic Security Association and The Monitoring Association, he says.

“Much of our success comes from our willingness to listen and learn from other companies,” says Niles.

Why Employee Ownership Matters

Acadian Total Security recently became 100 percent employee-owned, another way in which it distinguishes itself from other security industry peers and competitors. That extra level of connection shows up in many ways, says Niles.

“You definitely see a lot of that, where you’re getting ideas from the front line a little bit more freely than what you probably would at other companies because they’re invested in what they’re doing,” he says.

Niles also notes that Acadian employees, who become fully vested as owners at their six-year anniversary, are significantly less likely to look for employment elsewhere.

“We all know in the security industry, finding experienced techs and sales reps is incredibly difficult to do,” he says. But being able to keep those experienced employees allows us to continue to really separate ourselves from some of the competitors.”

Acadian is still looking for new and unique ways to ensure younger, less experienced employees stick around during those first six years, says Niles. Some recent initiatives include a training program and promotional track that has them looking forward.

“We focus on helping employees hone their skills and identifying candidates who match our company culture from the start—a lesson we’ve learned the hard way over the last decade,” says Niles.

Acadian has continued to tweak its hiring process to ensure the employees it brings in are fits for the company culture, but obviously that process isn’t foolproof, says Niles.

“There’s a lot of people that can perform well in an interview, but you get them in and they don’t necessarily fit those core values or fit your corporate culture,” he says. “And as you know, as much as they bring to the table, if they’re creating other issues, you have to be willing to step away from some of that talent.”

“We’ve sort of honed in on what that employee profile looks like from a hiring perspective and taken some other steps to make that experience a little bit better for them,” says Niles.

Embracing New Technology

Acadian Total Security is “sometimes too fast” in embracing new technology, says Niles, an attribute company leadership continues to tweak. They don’t want to become passive or turn into followers, but they need to be more deliberate at times, he says.

“The hardest part is ensuring you can provide the same customer experience with newer technology when everyone learns and trains differently,” says Niles. “Getting your employees to that same level is a very, very time-intensive process.”

“There seems like there’s been so much new technology coming into the security space, especially the last three to five years, that you could almost be training non-stop to the point where they’re not in the field producing,” he says.

One of the biggest challenges is “trying to find that right technology for what we’re trying to do without taking on too much,” says Niles, pointing the finger at himself for sometimes being a bit too eager to implement the newest technology at Acadian.

“I get a little excited when I find something and with AI this, AI that, AI everywhere, it’s easy to find the new shiny object and want to chase that,” he says. “But we’ve created a process in our leadership team where we vet new products out pretty thoroughly.”

“It came from me probably pushing a little too hard in past experiences and the team learning from that and holding me more accountable to making sure we’re being smart about what we’re bringing to the table,” says Niles.

Acadian Total Security typically looks for new products in the third quarter of the year, implements them in the fourth quarter and rolls them out by the first quarter, he says.

“We don’t want it to be where we’re always implementing new technology all year-round,” says Niles.

Acadian Total Security vice president Brandon Niles has responded to employee feedback by making sure to be more visible. (Photo courtesy of Acadian Total Security)

Culture Reigns Supreme at Acadian Total Security

Acadian Total Security boasts an employee count of about 200 people, a small slice of its parent company’s 6,000 head count.

“We get the resources of being part of a big company but because we’re still sort of small or mid-sized, we can still be nimble and cut through the red tape to deliver for our customer,” says Niles.

“We always want to maintain this tight-knit family type of culture, but as you get bigger, as you expand into multiple markets, ensuring that you can do that at those branch levels becomes a lot more difficult to do,” he says. “We do our best and I think we do a pretty good job.”

Acadian Total Security has an employee engagement committee that hosts bonding events and also sends out pulse surveys to employees every two weeks, says Niles. The survey talks about employee engagement and satisfaction and leaves room for comments.

“We consistently hear from about 30 to 35 percent of our employees,” says Niles. “While you mostly hear from those who are either highly satisfied or deeply frustrated, balancing that feedback is challenging. Ultimately, gathering more input has been an excellent process for us.”

Acadian also hosts quarterly town hall meetings to go with the company’s quarterly updates, says Niles, and that’s been generating “a lot of great feedback.

“We hear that they want to maintain a family-oriented culture while understanding that things must change,” he says. “We are trying to find innovative ways to balance both needs.”

“I wish I could tell you we had the secret sauce for that right now,” says Niles. I think that’s just going to be one of those things that’s constantly evolving as we continue to grow, and our employment force continues to grow with it.”

Among the things Niles has learned from the surveys and town halls is that it was time to replace employees’ chairs.

“You hear from four or five people and you realize, ‘okay, we need to go get new chairs,’” he says with a laugh. “That was a nice win.”

Some employees also mentioned that they weren’t seeing the leadership team enough so Niles and other Acadian executives have made a point to walk around their offices more often and talk to employees more regularly.

“We’ve made a more of a conscious effort,” says Niles, noting he sets aside 30 minutes a day to call remote employees or walking around the office “having fun conversations” with those who are in the office.

To improve employee engagement, Acadian introduced small perks like a break room cornhole set, weekly coffee outings for small groups, and occasional catered lunches. “Greater availability, frequent conversation, and connecting with our employees on a personal level help bridge the gap,” Niles says.

The Perfect Acadian Employee

Acadian Total Security has added a cultural piece to its interview guides, says Niles, in the hopes of making it easier to find the right fit for its job openings more quickly and more consistently.

“It differs depending on the position, but for the most part, they are centered around identifying this person’s level of caring,” he says. “With everything we do, we’re caring about people at the end of the day.”

“You might be a great salesperson, but if you don’t care about what we deliver and how it benefits the client, then A, I don’t know if you can truly be great at sales, and B, you’re just not a fit for our mission,” says Niles.

“I want to hire the smartest and most talented people, but ultimately, the most important qualities are a true passion for the work and an ability to collaborate,” he says. “We cannot win on an individual level; we must win as a team and maintaining that dynamic is challenging.” Niles says he can usually tell pretty quickly if a new employee isn’t the right fit.

“I generally think you can identify within the first week,” he says.

What’s Next for Acadian Total Security?

Aside from clearing room on the mantel for another SAMMY Award as Installer of the Year, what else can we expect from Acadian Total Security in the future? Niles offers a cagey answer to that one to avoid giving too much of a heads-up to the competition.

“I think it’s safe to say CCTV has been booming here the last couple of years,” he says. “We’ve got a very large presence in the video monitoring space and it’s really been one of our main ways of driving a lot of RMR.”

Another area where you can expect Acadian to make inroads is with artificial intelligence-related security solutions, says Niles.

“A system that keeps you safe and secure at night but helps you run your business better during the day is a no-brainer when you’re selling it to a client based on the ROI side,” he says.

“I think we’re just scratching the surface with both,” says Niles. “We have great systems for keeping you secure but upcoming advancements will drastically improve business, safety and operational analytics to help owners run their businesses more effectively.

“Everything is very centered around cameras and analytics and what that can drive,” he says.

Finding the Right Partners

As with most awards, Acadian Total Security didn’t earn the 2026 Installer of the Year award without some help, of course.

Jac Schmidt, the district manager at Wesco International, has seen the distributor’s relationship with Acadian Total Security grow over more than 15 years as a client, dating back well before Wesco acquired Anixter in 2020.

“They are just an amazing organization to work with because, even prior to Brandon, everything they based their business on was ethics, morals and fairness,” says Schmidt.

“It made it real simple for us to conduct business with them because we had the same concept, the same philosophy,” he says.

Wesco’s relationship with Acadian Total Security goes beyond being a business “alliance,” says Schmidt.

“We actually want to be of value to them because we value their business,” he says. “We try to bring them opportunities. We try to help them be more profitable in other ways where we can help.”

Wesco has helped Acadian continue to achieve its vision of growing nationally over the years by bringing new product sets to them that appeal to enterprise customers, says Schmidt.

“They already had the vision of expanding,” he says. “We just partnered with them to help that vision come to reality.”

The post 2026 SSI Installer of the Year: Acadian Total Security appeared first on Security Sales & Integration.

These initiatives “offer funds to security industry professionals, as well as students, to help them further their professional development and educational goals,” according to the association announcement.

“SIA’s RISE, Veterans in Security and Women in Security Forum scholarships—presented by three vibrant SIA member communities—are excellent opportunities to support your professional development, learning and growth,” says SIA chief executive officer Don Erickson in the association announcement.

“SIA is proud to build on our commitment to fostering the next-generation security workforce and, with more scholarships this year than ever before, we look forward to helping our industry’s emerging leaders, young professionals, women and military veterans achieve their professional and educational goals,” he says.

What Are the Security Industry Association Scholarships?

The SIA RISE Scholarship, presented by SIA’s RISE community, offers $3,000 scholarships to create the education and career development goals of young security professionals, student members and those new to the industry.

The scholarship—open to SIA student members and RISE members who are employees of SIA member companies worldwide— is intended to expand recipients’ professional knowledge in the areas of business, human resources, information technology, marketing/sales, project management, security engineering and risk management.

Scholarship funds can be used toward continuing education, student loan repayment and professional development programs such as training and certifications.

In 2026, select honorees will receive three special RISE Scholarships: the Joey Comunale Scholarship, the Dalal Family Scholarship and the Pierre Trapanese Scholarship.

New in 2026, the SIA Veterans Security Scholarship program is “dedicated to advancing the education and careers of military veterans,” the association announcement says.

This program, presented by the SIA Veterans in Security community, will award multiple scholarships of up to $5,000 each to support awardees in scholarly and vocational pursuits, including college degrees, certificate programs and professional learning and development, related to security, as well as student loan repayment for programs related to the industry.

The Veterans in Security Scholarship is open to U.S. military veterans who are currently associated with SIA member companies and/or currently serving members of the U.S. military who are planning to transition to private-sector careers in security.

The SIA Women in Security Forum Scholarship was “created to further educational opportunities for the widest spectrum of people and empower all to join the SIA Women in Security Forum (WISF) and thrive in the security industry,” according to the SIA announcement.

Through this scholarship—open to all SIA members and student members—each recipient will be awarded $7,500 to use toward approved degree programs, continuing education, repayment of student loans and professional development programs (e.g. training courses, certifications and conferences).

Each year, SIA awards the top-scoring WISF scholarship applicant with the Sandy Jones Award, a special scholarship distinction named for industry veteran and longtime SIA member Sandra (Sandy) Jones.

Applications for the 2026 SIA scholarship programs are due Friday, Sept. 11.

Learn more about SIA’s scholarship programs and apply here!

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It was never really a single pane—and it was never really the customer’s. It was the manufacturer’s pane, built the way the product team imagined a generic user might work. The customer got a compromise with a logo on it.

That era is over. The winning integrators of now and over the next five years won’t be selling anybody’s pane of glass. They’ll be building the customer’s.

The IT Threat Is Real, But So Is Our Moat

Let’s start with the uncomfortable part. IT companies are walking into our accounts right now, and they’re not carrying ladders; they’re carrying code. They’ve spent a decade living in APIs, middleware and cloud infrastructure and they look at a modern video surveillance platform the way we look at a panel swap. Familiar territory.

Access control still gives them fits, with its wiring, fail-safe versus fail-secure decisions and code requirements, but don’t count on that lasting forever.

Here’s the flip side nobody’s saying out loud. LLMs (Claude, Codex and the like) just did to coding what the cordless drill did to hand tools. The IT crowd’s moat—the ability to write custom integrations—can now be crossed by anyone willing to learn how to direct these tools.

Their advantage is evaporating. Ours isn’t. Nobody is prompting their way through a 400-door enterprise deployment. Nobody is remotely coding a camera onto a pole in a parking lot in the middle of winter in Fargo.

The licensing, the life safety expertise, the skilled technician network, the ability to execute deployments at scale and decades of operational know-how. That’s our moat and it’s not going anywhere.

So, the play is simple: keep the moat. Steal their weapon.

Stop Waiting on the Manufacturer’s Roadmap

Step one is choosing manufacturing partners on one non-negotiable criterion: truly open APIs. Not “open” as in a partner program with a toll booth. Open as in documented, accessible and built for us to build on.

When the API is open and code is no longer the bottleneck, we stop waiting on manufacturers to decide which integrations deserve a spot on the road map. Be honest about how that has worked historically.

A feature request usually got built only when a seven-figure deal was attached to it. Everyone else heard “it’s on the road map” until they stopped asking. Now we build it ourselves, for the customer standing in front of us, sized to that customer’s world.

Their Workflow, Their Metrics, Their Pane of Glass

Here’s what that looks like in practice. Your customer doesn’t want to live inside a VMS. They want to run their business. So instead of training their team to fumble through security software, we integrate video and access control directly into the workflows they already use.

Alerts land where they work, not in another app they have to babysit. The system automates the routine and only taps them on the shoulder when a human decision is genuinely required. Silence becomes a feature.

And the data? Every operator says the same thing in different words: just give me the score. They don’t want to mine reports. They want to walk in Monday morning and see the handful of numbers that tell them whether the weekend went sideways.

We pull exactly what matters off the security stack and put it on a clean dashboard built for them. Occupancy, exceptions, after-hours activity, dock-door dwell times—their metrics, their language, their pane of glass.

From Installer to Outcome

This is the real transformation. When we sit down with a customer, map their workflows, their pain points and their objectives, then build custom solutions on open platforms, we stop selling installed products and start delivering outcomes. That’s a managed services relationship. That’s recurring revenue. That’s a customer who can’t imagine replacing you, because you didn’t sell them a system – you built them an operating advantage.

The single pane of glass was always a marketing line. The customer’s pane of glass is a business model. Pick partners who open the door, learn the tools and go build what your customers have been asking for all along.

Nobody is better positioned to deliver it than we are.

Kelsey Kerling is the director of national sales & strategic initiatives at LVC Companies.

The post How Security Integrators Can Build Their Customers’ Pane of Glass appeared first on Security Sales & Integration.

The acquisition “enhances RapidFire’s ability to support fire departments, government agencies, building owners and commercial customers by ensuring the reliability of critical in-building life-safety communications infrastructure, enabling first responders to communicate effectively during emergencies,” according to the joint announcement.

Based in the Los Angeles area, Comsec has specialized in public safety communications since 1991. Comsec is “recognized for its expertise in design, implementation, testing, inspection and ongoing support of public safety radio communications infrastructure,” the announcement says.

Comsec’s technical capabilities “complement RapidFire’s existing fire alarm, life safety and electronic security offerings while adding a specialized service line that continues to see growing demand throughout the industry,” according to the joint announcement.

Why Did RapidFire Safety & Security Acquire Comsec?

“We are excited to welcome the Comsec team to RapidFire,” says Brian Modglin, chief operating officer of RapidFire, in the joint announcement. “Their specialized knowledge of ERRCS and strong reputation for supporting public safety compliance make them an excellent addition to our California team.

“Together, we will continue building a best-in-class life safety organization focused on technical excellence, customer service and ensuring first responders have reliable communications when it matters most,” he says.

“Comsec provides us with a unique service capability that expands our design, test and inspection service offerings for our customers,” says Mike McLeod, chief executive officer of RapidFire, in the joint announcement. “The talented people at Comsec are experts at First Responder Radio Systems, known as ERRCS, which operate in support of our Fire and Life Safety systems and services.

“We are excited to provide this new life safety service to our clients, expanding our Total Solutions,” he says.

Buchanan, Ingersoll & Rooney and Mitchell, Barlow & Mansfield served as legal counsel for the transaction.

The post RapidFire Acquires Flintridge, California’s Comsec Associates appeared first on Security Sales & Integration.

Vital Installs, with an office in Columbus, Ohio, provides security system solutions, structured cabling and network installation services “designed for performance, reliability and growth.” SudoVision Consulting LLC, of Charlotte, N.C., is an SDVOSB-certified firm “focused on delivering advanced technologies and services to commercial and government clients,” according to the joint announcement.

“We are thrilled to join the SAGE family,” says Omid Jaafari, founder/owner of SudoVision, in the joint announcement. “Since day one, our mission has been to deliver exceptional service and trusted solutions to every customer we support.

“As part of SAGE, we’re excited to expand that commitment, bringing our expertise, innovation and customer-first approach to an even broader community. The future is bright and we’re just getting started,” he says.

Why Did SAGE Integration Acquire Vital and sudoVision?

Together, these acquisition “strengthen SAGE’s national delivery platform and add complementary expertise in low-voltage systems, future-ready infrastructure and technology applications,” according to the joint announcement. The additions “also enhance SAGE’s ability to support complex customer environments where physical security, resilient networks and emerging technologies increasingly intersect.”

“Adding Vital Installs and sudoVision Consulting is an important step in our continued growth,” says John Nemorofsky, chief operating officer of SAGE Integration, in the joint announcement. “Their teams bring specialized capabilities that align directly with where our clients’ needs are headed: secure facilities, dependable infrastructure and smarter technology solutions delivered with speed and precision.”

With these additions, SAGE Integration “continues to build a broader national security and technology services organization capable of helping clients protect people, facilities, operations and critical assets across a wide range of industries,” according to the joint announcement.

The post SAGE Integration Acquires Vital Installs and sudoVision appeared first on Security Sales & Integration.

Founded in 1982, Scarsdale Security Systems brings more than four decades of experience in the design, installation, service and monitoring of security, fire alarm, access control and video systems. Its nationwide operations are supported by approximately 100 employees, including a field team and an established subcontractor network.

This acquisition “advances Everon’s National Account strategy while creating immediate benefits for Scarsdale customers,” according to the joint announcement.

“By joining Everon’s established national service platform, customers will gain access to expanded resources, a broader service footprint, enhanced operational support and a proven infrastructure designed to deliver consistent service across complex, multi-site environments,” the announcement says.

Customers will benefit from “the responsiveness and local relationships they value, backed by the scale, capabilities and nationwide reach of a leading commercial security integrator,” according to the joint announcement.

Why Did Everon Acquire Scarsdale Security Systems?

“Scarsdale has built an outstanding reputation serving commercial customers, particularly those with complex, multi-site environments,” says Don Young, chief executive officer of Everon, in the joint announcement.

“Through this partnership, Scarsdale customers benefit from our established, successful National Account infrastructure, extensive service capabilities, innovative technology portfolio and nationwide reach while continuing to benefit from the trusted relationships and responsive support that have been central to Scarsdale’s success,” he says.

“Joining Everon represents an exciting next chapter for Scarsdale,” says David Raizen, president and founder of Scarsdale Security Systems, in the joint announcement. “We have built our reputation on high-quality solutions, dependable service, and long-standing customer relationships.

“Everon’s national platform, resources and established National Account infrastructure will help us extend that value even further for our customers and employees,” he says.

The acquisition of Scarsdale “will create additional opportunities for Everon to leverage its existing national account infrastructure, enhance operational efficiency and further integrate national account resources,” according to the joint announcement.

The post Everon Acquires Scarsdale Security Systems, Boosts National Accounts appeared first on Security Sales & Integration.

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The event “will bring together C-suite executives, owners, senior leaders and key decision-makers from across the professional monitoring and security industry for strategic education, executive networking and conversations focused on what comes next,” according to the TMA announcement.

Designed for “leaders responsible for navigating change and identifying new opportunities,” the TMA Annual Meeting “will examine the technologies, business trends and leadership strategies shaping the future of professional monitoring and response,” the announcement says.

The program “will address artificial intelligence, video monitoring, emerging technologies, business growth and the economic forces influencing the security industry,” according to the TMA announcement.

Why Should You Attend the 2026 TMA Annual Meeting?

“The Annual Meeting gives our industry’s leaders the opportunity to step away from day-to-day demands and focus together on what lies ahead,” says Alan Gillmore IV, president of TMA, in the association announcment.

“By sharing experiences, challenging one another’s thinking and strengthening the relationships that move our industry forward, attendees return to their organizations with new perspectives, practical ideas and a stronger network of peers,” he says.

Featured keynote presentations will challenge attendees to rethink two of the industry’s most consequential opportunities.

Chris Peterson will present “Before It Happens: The Mindset of Selling Live Video Monitoring,” exploring “the shift from selling response to communicating the value of prevention in real time.” On Wednesday, Bennett Borden will present “Iron Man, Not Terminator: Using AI to Amplify Human Potential,” offering leaders “a practical framework for combining human judgment with AI-enabled execution while managing legal, regulatory and reputational risk.”

Educational sessions will include a spotlight on public safety agencies; the operational and training implications of video monitoring; the continued evolution of ASAP; a government relations and industry advocacy update; a capital markets and economic outlook; and an industry roundtable on video monitoring.

TMA members who register by Oct. 2 receive discounted early-bird registration rates.

The post The Monitoring Association Opens 2026 Annual Meeting Registration appeared first on Security Sales & Integration.

These fires start in some cases through arson and on other occasions through the construction process, which includes “hot works.”

In the United States, there has been a move during the past several years to include within the model building and fire codes requirements for the installation of temporary fire detection within a building undergoing construction. This has not met with success yet.

The argument proffered is that there are no installation requirements within NFPA 72, National Fire Alarm and Signaling Code. Those on the committees for these codes state that, prior to adding a requirement to the model codes, the requirements for installation should be within the installation standard.

Another point raised is that there are no listed devices in the U.S. market. This becomes a catch-22 as the listing authorities state that there are no requirements for these systems at the present time.

This is true for the states, but across the pond, there are requirements for systems at construction sites. Within the United Kingdom, construction sites will have, at a minimum, call points, which are equivalent to a manual pull station located throughout the site. These are principally wireless. Within the UK codes, the direction to the designer is to have automatic fire detection where planned.

Following Building Fire Safety Industry Guidance

Further direction in The Joint Code of Practice on the Protection from Fire of Construction Sites and Buildings Undergoing Renovation states, “…for fire alarm systems that any means utilized for giving warning of fire on a site.”

The most basic system may be no more than a handheld siren or manually operated gong. Certain sites, by their size and nature, may require ‘break glass’ call points, which, when broken, electronically operate bells, klaxons, or sirens.

Within this same document, a fire alarm system is defined as “a system comprising components for automatically detecting a fire, initiating an alarm, and initiating other action as appropriate.”

Within the United States, there is NFPA 241, Standard for Safeguarding Construction, Alteration, and Demolition Operations. This standard has been published since 1968.

The current edition is 2022. In the latest edition, there is a new paragraph 4.6, which states, “Where a fire alarm system is installed in a building under alteration, the system shall comply with NFPA 72.” First, this only addresses an existing building, not new construction.

Second, there are no specific requirements within NFPA 72 for a system being used within a building undergoing an alteration.

What’s Next

At this time, the 2028 edition is under development. The First Draft meetings have concluded. During this phase, public input was received to add requirements within NFPA 72 for temporary systems in a building under construction. This suggestion was rejected, but this did not remove it from consideration.

A task group was formed between members of NFPA 72 and 241 to explore the concept. The members of NFPA 241 opine that this is required but should be under the purview of NFPA 72.

During the recently concluded meeting of the NFPA 72 Correlating Committee, it was voted on to create a new Chapter 28, which would be for temporary systems. The Task Group has been charged with working with the language that was in the PI for this new chapter.

The chapter has been assigned to the Technical Committee on Protected Premises (SIG-PRO) for the Second Draft meeting that will be held in August of this year.

This new chapter, if approved, will be similar to Chapter 29, Single- and Multiple-Station Alarms and Household Signaling Systems, in that it will be inclusive, with all requirements contained for temporary systems within the chapter.

UL and other nationally recognized testing laboratories (NRTL) will also need to develop a listing for the devices and appliances that would comprise these systems.

There is a need for the installation of temporary systems at construction sites. With the work being done within the NFPA, there should be codified provisions for these systems within the next several years.

The post How Fire Safety Leaders Can Improve Building Fire Safety appeared first on Security Sales & Integration.

The core problem is familiar to anyone managing multiple camera streams: too much footage and not enough actionable clarity. ODea pointed to acoustic threat detection — specifically gunshot detection integrated with video — as the company’s answer. Pairing the two technologies changes the math on incident response time.

Decisions in Seconds, Not Minutes

“By being able to take certain devices — in this particular case, acoustic threat detection — and apply that with video, you’re now able to make decisions in seconds versus minutes,” ODea explains. He says it’s about “being able to verify what’s happening through correlation and integration of the cameras with the acoustic — in this case, gunshot detection.”

That operational shift reflects a broader industry direction. As ODea notes, “We are in a world that increasingly tries to move from forensic to real time.” And for larger organizations, that transition is a considerable undertaking.

The good news for dealers, installers and integrators is that Acoem ATD has engineered its solution to fit directly into existing workflows. Drawing on roughly 30 years of acoustic science developed for military forces, governments and enterprises, the company has kept its commercial offering deliberately lean.

“We’re looking at it as just another layer…a sensor layer that really should be included in most video surveillance atmospheres,” ODea notes. He adds that Acoem ATD handles the acoustic science, while integrators bring the hands-on expertise to connect data within the customer’s environment.

Watch the Video: Acoem ATD and Acoustic Threat Detection

Ready to add acoustic threat detection to your video surveillance offering? Visit acoematd.com and watch the full interview with Mike Odea, embedded below.

The post Acoem ATD: Turning Video Overload into Real-Time Response appeared first on Security Sales & Integration.

The event serves as the gathering point for manufacturers, integrators, designers, distributors and technology professionals shaping the future of connected living.

As artificial intelligence, automation, energy management, networking, lighting, entertainment and security technologies continue to converge, the show remains a central platform for the residential integration community. The expansion reflects steady investment from brands that see the residential market as a priority.

Which New Exhibitors Are Coming to the 2026 Show?

New exhibitors span lighting, control, networking and security, giving attendees fresh solutions to specify for upcoming projects. KNX National Group USA and Rakoit lead the innovation lineup. The lighting and shading category expands with Euchips, Hudson Valley Lighting Group, ilLumenate Lighting and Sunricher.

Infrastructure and networking gain new options from Tycon Systems, AL Transfo and Monolithic Power Systems. DSPeaker joins the audio category, Clinton Electronics represents security and InnoCaption broadens accessibility. The Launchpad rounds out the mix, spotlighting emerging brands and products attendees may not have seen before.

Where Can Integrators Experience Technology Firsthand?

Integrators can experience technology in real-world environments across dedicated demo spaces on the show floor. Eight sound rooms provide firsthand listening experiences, letting integrators compare performance and make informed design decisions.

Participating companies include Alcons Audio, Indy Audio Labs, L-Acoustics, Lumagen Inc., Seymour Screen Excellence and Sony. High Performance Demo Rooms add another layer, featuring LG, Trinnov Audio and Pro Audio Technology, among others.

Throughout the exhibit hall, in-booth demos and Manufacturer Product Trainings deliver hands-on learning, with direct manufacturer-led content for business owners, technicians, salespeople and systems designers.

What AI and Automation Experiences Will the Show Feature?

The show puts AI and automation front and center through hands-on labs and live demonstrations. At booth C307, the IMCCA AI Lab offers hands-on experiences hosted by “The AI Chefs,” Kevin Kieller and David Maldow, where attendees can compare leading AI agents, create mock-up images and test audio, microphone and video systems in real time.

Homebot One, Inc. makes a special appearance with Koko, its flagship AI home companion robot, at booth #3742. Josh.ai, Savant, URC and other manufacturers will also showcase new AI innovations on the show floor.

What Else Is New on the 2026 Show Floor?

Several new experiences and programs round out the 2026 event. New this year, the Best Booth Awards recognize exhibitors that deliver exceptional creativity, engagement and visitor experiences.

Destination Outdoors, presented by Coastal Source in collaboration with Lutron, once again transforms more than 22,000 square feet into an immersive outdoor technology environment featuring entertainment, networking, lighting, audio and smart home solutions working together.

The Smart Stage hosts a full schedule of thought leadership sessions covering lighting design, home theater, motion-sensing technologies, AI and emerging residential integration trends.

Why Does a Dedicated Residential Integration Event Matter?

A dedicated event matters because it brings the entire residential integration ecosystem together in one place at a scale no other North American show offers. Show organizers point to that focus as the reason the event continues to grow.

“The residential market is our top priority,” explains Jason McGraw, Group Vice President and Show Director of CEDIA Expo. “The expansion of the 2026 show floor highlights the industry’s continued investment in CEDIA Expo and the opportunities it brings. With an increasing number of new exhibitors and emerging brands, along with live system demonstrations and hands-on learning experiences, this year’s event is poised to showcase the companies and technologies leading the industry into the future.”

McGraw adds that momentum on the show floor reflects the health of the broader market. “Manufacturers are continuing to invest in the show, new companies are entering the market, and technology professionals depend on CEDIA Expo as the premier venue to discover what’s next,” he says. “There simply isn’t another event in North America that brings together the entire residential integration ecosystem at this scale. The momentum we are witnessing on the show floor is a direct reflection of an industry that continues to innovate, evolve, and invest in its future.”

What Role Does CEDIA Expo Play in the Industry’s Future?

CEDIA Expo plays a central role in advancing the industry by uniting professionals as technology and consumer expectations evolve. That unifying role is what keeps exhibitors and attendees returning year after year.

“CEDIA Expo is the force driving the next evolution of smart technology and integration,” says Daryl Friedman, Global President and CEO of CEDIA. “As technology evolves and consumer expectations increase, it is essential to unite the industry in one location. The ongoing growth and investment from exhibitors, technology leaders, and attendees highlight the vital role that CEDIA Expo plays in advancing the industry and creating opportunities for businesses to thrive.”

CEDIA Expo 2026 takes place Sept. 1-4 at the Colorado Convention Center in Denver.

Click here to register today!

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Resideo will continue to trade on the New York Stock Exchange under the ticker symbol REZI and ADI’s common stock will begin “regular-way” trading today on the New York Stock Exchange under the ticker symbol ADIG, according to the joint announcement.

“With trusted and iconic brands, deep relationships with pros and a 140-year heritage of innovation, Resideo is poised to start this next chapter as a pure-play building technologies company,” says Tom Surran, president and chief executive officer of Resideo, in the announcement.

“With dedicated strategic, operational and financial focus, we are ready to capture the profitable growth opportunities ahead and drive above market growth and sustained margin expansion,” he says.

ADI is a global specialty distributor of professionally installed low-voltage products, serving residential and commercial markets through a differentiated omnichannel platform, including security, residential and professional AV, fire/life safety and data communications products.

With $4.8 billion of revenue in 2025, ADI has about 4,100 employees, offering more than 500,000 products from more than 1,000 suppliers and serving more than 100,000 customers through a network of nearly 200 global store locations.

“Today marks a pivotal milestone for ADI as we are officially an independent specialty distribution company,” says Rob Aarnes, president and chief executive officer of ADI, in the announcement. “We have a long legacy of industry leadership, built on trusted customer and supplier relationships, a differentiated omnichannel platform and the best talent in the industry.

“With strong momentum and a clear go-forward strategic path, ADI is poised to generate above market revenue growth and meaningful long-term value for our shareholders,” he says.

How Did Resideo Complete the ADI Spinoff?

The Resideo spinoff of ADI Global Distribution was completed through the distribution of all of the issued and outstanding shares of ADI common stock to Resideo common shareholders on the basis of one share of ADI common stock for every two shares of Resideo common stock held of record as of the close of business on July 20, 2026.

Resideo shareholders of record will also receive cash in lieu of any fractional shares to which they would otherwise be entitled.

In connection with the spinoff, Resideo repaid $900 million of outstanding principal under its Term Loan B credit facility. Resideo expects to make a further repayment of approximately $200 million under its Term Loan B credit facility following the completion of the post-closing cash adjustment under the separation agreement with ADI.

Resideo expects to make this repayment by the end of the third fiscal quarter. Additionally, the outstanding Resideo Series A Cumulative Convertible Participating Preferred Stock was reduced by 150,000 shares in connection with the completion of the spin-off, leaving 350,000 shares outstanding, with a proportional adjustment to the conversion price thereof.

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PITTSBURGH –– AlarMax Distributors, Inc., a national wholesale distributor of security, fire, access control, surveillance, AV, networking and low-voltage solutions, today announces the opening of its new AlarMax Product Experience (APEX) Innovation Lab and National Fulfillment Center.

These two strategic investments are “designed to enhance customer education, strengthen supplier collaboration, expand inventory capabilities and improve nationwide distribution as the company continues its next phase of growth,” according to the AlarMax announcement.

“As demand for integrated security and low-voltage solutions continues to evolve, distributors play an increasingly important role in helping customers access not only products but also technical expertise, training and dependable supply chain support,” the announcement says. “Together, these new facilities position AlarMax to deliver greater value across every stage of the customer experience.”

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Built to transform how residential spaces are secured and managed, Units “delivers an intuitive, streamlined experience that makes it easier for property managers to control access across apartments,” according to the PDK announcement.

Units allows administrators and managers to “categorize apartments, units, condos, rooms and more into individually manageable entities,” the announcement says. Individual users and devices can be added to a Unit with customized move-in and move-out dates, “making it easier than ever to track the occupancy of a Unit and automate key processes like removing a User from their Unit once their lease has expired.”

“The Units feature has introduced an opportunity for all of our sites to handle problems of complexity in a simple and easy way,” says Couper Sorenson, PDK’s senior product manager, in the company announcement.

What Else Does PDK Units Do?

The Units feature “also allows for a never-before-seen level of end-user control,” the announcement says. Users will be able to generate audit trails, set schedules, view lock battery health, set up door activity notifications and more, all in the PDK Access app.

With Units, PDK “continues its commitment to delivering innovative access control solutions that are easy to deploy, simple to manage and powerful enough to meet the evolving needs of commercial and residential environments alike,” according to the company announcement.

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This week’s Surveillance Videos of the Week has a serious sports-tinged theme, including a minor league mascot not looking where he’s going, a highly anticipated fireworks show getting cut short and a bear looking to enjoy a day on the links.

We also saw a man charged with arson after allegedly deploying an incendiary device outside a federal building in New York City and a man with a machete subdued by police outside a health center near Los Angeles.

Click here to check out the latest batch of Surveillance Videos of the Week. Send your suggestions for future editions to digital editor Craig MacCormack at craig.maccormack@emeraldx.com.

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The Hang 10 recognizes the top 10 purchasing members in the PSA Network during the fiscal year while High Tide honors members that purchased $1 million or more through the network.

“PSA’s exclusive membership represents some of the most innovative systems integrators in the industry,” says PSA president and CEO Matt Barnette in the organization announcement. “The Hang 10 and High Tide winners embody the very best of what our network stands for.

“PSA seeks out integrators who demonstrate strong leadership, uphold exceptional core values and embrace a forward-thinking mindset. The members recognized through these programs exemplify those qualities and we are proud to celebrate their achievements,” he says.

What Benefits Do PSA Hang 10 & High Tide Members Get?

As part of PSA’s vision to be the rising tide, the Hang 10 and High Tide programs “recognize members whose engagement and strategic partnerships help strengthen the network and advance the industries it serves,” the announcement says.

Members of the PSA Hang 10 and High Tide receive exclusive benefits, including media relations opportunities, personalized educational offerings, expanded networking and additional recognition throughout the year.

“PSA values the commitment and collaboration of members who actively engage with the network and help drive its continued growth,” Barnette said. “These members contribute to the collective success of PSA and the future of the security and systems integration industry through strong partnerships and a shared focus on delivering innovative solutions to customers.”

Here are the fiscal 2026 PSA Network Hang 10 members, in descending order of annual purchase volume: Pavion, Tech Systems, Inc. (TSi), Minuteman Security & Life Safety, SAGE Integration, Allied Universal Technology Services, ​Convergint, Unlimited Technology, Alscan, Securityhunter and CBX Solutions.

The FY2026 PSA Network High Tide class includes 68 members.

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Doyle Security Systems is doing something different. The fifth-generation, family-owned company is proud of its history but it is not trapped by it. Over the years, Doyle has exited major business lines, doubled down on recurring revenue, built an acquisition engine, invested in its own monitoring operation and created formal rules for family succession. It has survived because it has been willing to keep changing.

That was the theme that kept surfacing during my recent Coffee Break with Jake conversation with Jack Doyle, president and CEO of Doyle Security Systems. Fresh off the acquisition of Sentry Alarms in Binghamton, N.Y., Doyle now serves roughly 60,000 customers across New York and Pennsylvania, generates about $2.3 million in recurring monthly revenue and employs approximately 250 people.

Those numbers are impressive. The more important story, however, is how the company got there. Doyle has learned to think like a 107-year-old startup: preserve the values, question the assumptions and never confuse longevity with entitlement.

Succession Is a Process, Not an Announcement

Family-business transitions often fail long before the new leader gets the title. The problems usually start with assumptions. One generation assumes the next will take over. The next generation assumes there will be a role waiting. Employees assume the change will be seamless. Then, one day, the switch gets flipped and everyone discovers they were working from a different plan.

Doyle took the opposite approach. Jack’s transition into the CEO role was built around a deliberate, multi-year process involving financial advisors, a family-business coach and a broader executive succession plan. His father, John Doyle Jr., did not simply step away. He became executive chairman, allowing authority and responsibility to shift over time while the organization adjusted.

The family also created a written constitution that governs the relationship between the Doyle family and the business. It includes rules of engagement, expectations for family members who want to join the company and requirements that the next generation first build experience outside the organization.

Jack followed that path. He worked as a central station operator while in high school and college, but after graduating he left Rochester and sold copy machines in Syracuse. He later held sales roles in Washington, D.C., and started a corporate housing company that he eventually sold.

That outside experience mattered. It forced him to learn how to sell without relying on the Doyle name. It helped him build confidence that his identity and ability were not dependent on the family business. When he returned, he brought new skills in sales, marketing, web development and entrepreneurship, then applied them by running a focused growth initiative in Buffalo.

Today, Jack works alongside three siblings, Alexandra, Eric and Chloe. The family holds annual retreats, uses outside advisors and deliberately addresses shareholder agreements, conflict resolution and rules for future generations. That level of structure may sound excessive until you consider the alternative.

Doyle’s own history includes a third-generation family disagreement that split the company in two. The current generation is not pretending family conflict cannot happen. It is building systems to keep conflict from controlling the business.

Prune the Business to Make Room for Growth

One of the hardest things for a long-established company to do is stop doing something it has always done. History creates emotional attachment. Customers may expect the service. Employees may identify with it. Leaders can mistake tradition for strategy.

Doyle has repeatedly shown a willingness to prune the business so stronger opportunities can grow.

The biggest example was the company’s exit from traditional guarding. At its peak, Doyle’s guard operation employed approximately 3,200 people in Rochester and Buffalo. The business carried thin margins, concentrated customer risk and enormous human resources and compliance demands. Doyle sold it and reinvested in the alarm business, reducing the organization from thousands of employees to roughly 80 at the time.

That was not a small adjustment. It was a fundamental redefinition of the company. It also proved to be the right one.

Doyle later made a similar decision with locksmithing. The service had historical value and complemented access control, but it consumed a disproportionate amount of management attention relative to its financial contribution. The warning sign was familiar: leaders found themselves defending it with phrases such as, “We have always done it” and “Our customers expect it.”

The lesson is not that guarding or locksmithing are bad businesses. The lesson is that every company must decide where it can create differentiated value and where its time, capital and leadership attention are better deployed. Strategy is not only deciding where to play. It is deciding where not to play.

Buy Relationships, Then Help Them Grow

Acquisitions have become an important part of Doyle’s growth but Jack’s most interesting acquisition insight was not about purchase multiples or deal structure. It was about what happened to an acquired customer base after the transaction.

Several years ago, Doyle acquired Commercial Instruments & Alarm Systems, better known as CIA Security, in New York’s Hudson Valley. The acquisition added employees, a central station, engineering capabilities and sophisticated institutional customers, including hospital networks, municipalities and other enterprise accounts.

Later, Jack compared the performance of several acquired customer bases. Most behaved as expected: account count declined over time through normal attrition. The CIA customer base was different. Even as the number of customers contracted, the recurring revenue associated with those relationships grew.

That is an unusual result, and it reveals what strong integration can accomplish. Doyle retained people who already had deep relationships with the acquired customers. Those employees maintained continuity, earned additional trust and expanded the company’s share of each account. A municipality that initially used Doyle for 30% or 40% of its security needs could gradually move more locations, systems and services to the company.

Jack summarized the lesson plainly: you cannot buy your way into valuable organic relationships. You can acquire the opportunity, but people still have to earn the growth.

That distinction matters in today’s acquisition-heavy market. Customer accounts are not inventory. They are relationships held together by technicians, salespeople, operators and managers who understand the customer’s history. Buyers that focus only on the revenue stream risk destroying the very asset they paid to acquire.

The Trusted Advisor Advantage

Doyle’s growth philosophy is closely tied to its position as a trusted security advisor, not simply an installer that wins projects.

A trusted advisor does not begin with the product that is easiest to sell or the manufacturer that offers the best incentive. The advisor begins with the customer’s problem. That requires knowledgeable employees, enough flexibility to recommend the right solution and a willingness to avoid overselling today at the expense of credibility tomorrow.

Jack believes the most profitable customer relationships are the ones that stand the test of time. Those relationships cannot be produced instantly by hiring a talented salesperson and handing over a territory. They develop through continuity. Employees learn the customer’s environment, earn confidence through repeated decisions and become increasingly valuable as the systems and risks become more complex.

Doyle supports that model by allowing experienced employees to develop their own styles and informed opinions. The company has preferred manufacturers and guidelines, but it does not force every customer into the same narrow solution. When an unfamiliar product is clearly the best fit, the team has room to pursue it.

That approach may be harder to standardize, but it reinforces the idea that professional judgment is part of the product. In a market where hardware can become commoditized, expertise and trust are much more difficult to copy.

Why the Central Station Matters Again

For years, many integrators made a rational decision to outsource monitoring. Wholesale monitoring offered scale and efficiency, while traditional alarm dispatch increasingly felt commoditized.

Doyle kept its own UL-listed monitoring center. Jack readily acknowledges that an in-house central station can be financially demanding, but he also believes the technology cycle may be making it strategically valuable again.

Video monitoring and remote guarding require tighter coordination between system design, installation, analytics, operator procedures and customer expectations. When the integrator and monitoring center are part of the same organization, each side can communicate directly and continuously.

The monitoring team can help shape how systems are deployed. The field team can understand how operators actually handle events. Both sides share responsibility for reducing nuisance activity and improving the response.

The people inside the monitoring center remain essential. Jack spent four years as an operator himself, and that experience shapes his view of artificial intelligence. Automation can improve triage, analytics and workflow, but it cannot remove all ambiguity from an emergency response environment. Operators still confront imperfect signals, complex instructions and situations that do not fit neatly into a decision tree.

Technology can identify a person loitering, detect missing personal protective equipment or help count inventory. Human judgment is still required to understand context, follow a customer’s unique procedures and make the right decision when the event is unclear. The quality of the operators and their training ultimately influences the value the customer receives.

Culture Has to Show Up in the Budget

As Doyle has expanded organically and through acquisition, the company has promoted the idea of one Doyle team. Jack is quick to point out that culture cannot survive as a slogan. It needs specific actions, assigned responsibility and a budget.

Doyle has two employees with employee engagement in their titles. Their job is to foster belonging and help a geographically distributed company feel smaller. The company also measures engagement through annual surveys and Great Place to Work feedback, then communicates the results and the actions leadership plans to take.

One of Doyle’s most distinctive initiatives is a nonprofit employee hardship fund. The company originally funded an internal program that offered grants to employees facing financial hardship. It later established a formal 501(c)(3) governed by a board of non-leadership Doyle employees. Those employees oversee the funds and make decisions about how to help colleagues in need.

The program is a powerful example of both empathy and trust. Leadership supplied the resources, but employees were empowered to steward them. That makes culture tangible. It also shows that a company can become larger without becoming impersonal, but only when leaders are intentional about the systems that keep people connected.

Protect the Relationship

Near the end of our conversation, I asked Jack what advice he would offer independent alarm companies trying to build for the next generation rather than a short-term exit.

His first answer was practical: protect the business with strong, current customer contracts. Weak or outdated agreements reduce value, create liability and can limit a company’s ability to borrow against its recurring revenue. Owners who postpone the uncomfortable work of updating contracts may sacrifice a meaningful portion of the value they spent decades building.

His second answer was even more important: protect the customer relationship.

Independent integrators should think carefully about partnering with companies that want to control the end customer, reduce the dealer to a source of labor or weaken the dealer’s long-term position. Short-term incentives can be attractive, but the relationship with the customer is what makes an alarm company valuable. Once that relationship is surrendered, it can be difficult to recover.

That idea connects nearly every part of the Doyle story. The family constitution protects the relationship between the family and the business. Deliberate succession protects the relationship between leadership and employees.

Disciplined acquisitions protect the relationship between acquired customers and the people who serve them. The monitoring center protects the connection between installation and response. Investments in culture protect the relationship between the company and its team.

A business that lasts 107 years is not built by resisting change. It is built by knowing what must never be surrendered while remaining willing to change almost everything else.

Doyle Security’s story is remarkable because of its age but its longevity is not the real lesson. The real lesson is the discipline required to keep earning the future.

Jake Voll is president of the SS&Si Dealer Network and host of Coffee Break with Jake.

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ZeroEyes “will preserve the vision and values established by the founding team while continuing to expand its product line and global footprint,” according to the company announcement.

As part of the transition, co-founders Sam Alaimo, Rob Huberty and Dustin Brooks will move from their day-to-day operating roles into advisory positions on a newly formed Founders’ Council, where they will “continue to help guide the company’s long-term strategy,” the announcement says.

Since founding ZeroEyes, Alaimo, Huberty and Brooks “have played central roles in building the business, developing strong customer relationships and creating the operational foundation that has driven the company’s success,” according to the ZeroEyes announcement.

 What’s Next for the ZeroEyes Leadership Team?

To support the company’s next chapter, co-founder and chief product officer Tim Sulzer “will expand his leadership responsibilities to oversee company operations” and vice president of sales JT Wilkins “will take on expanded responsibility for the company’s sales, marketing and customer success.”

Together with the executive team, they “will focus on strengthening customer relationships and delivering the expanding portfolio of products and services,” according to the ZeroEyes announcement.

 ZeroEyes has expanded in 2026 from artificial intelligence gun detection pioneer to the creator of a multi-analytics threat intelligence platform, complete with knife detection, real-time threat geolocation and additional security offerings.

The company has also released its “anywhere, anytime” off-network ZeroLink solution, a 3D mapping solution with Ark Strategic, public safety alerts with Samdesk integration and, most recently, the Harborwatch risk-focused membership organization.

“I’ve worked alongside Sam, Rob and Dusty since our military service and I can’t imagine better partners to have built this company with,” says Mike Lahiff, co-founder and CEO of ZeroEyes, in the company announcement. “I’m incredibly proud of what we’ve accomplished together and I look forward to their continued contributions as trusted advisors to the company.”

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