By Nikki Williams, Marketing Director, ICT | Featuring insights from Tyler Peters, Account Manager and Systems Design Specialist, HCI Systems

Walk through a modern multifamily property, and you’ll find technology at nearly every turn. Access control at the entrances. Video surveillance in parking areas. Intercoms at the gates. Package management in the lobby. Add elevators, HVAC, parking systems, and visitor management, and it’s easy to see just how complex today’s buildings have become.

Each technology serves a purpose. But when these systems are selected and implemented independently, the result isn’t necessarily a smarter building. It’s often a collection of disconnected solutions that create more work for property managers, frustrated residents, and drive up long-term operating costs.

The real measure of a smart building isn’t how much technology it has. It’s how well technology works together.

And increasingly, that outcome depends on decisions made long before installation begins.

The Integrator’s Perspective: Thinking Beyond Individual Systems

To explore this challenge, I spoke with Tyler Peters, Account Manager and Systems Design Specialist at HCI Systems, one of California’s largest low-voltage systems integrators.

With seven offices across California and a presence extending into approximately 20 states through its sister company, CSI, HCI brings a broad perspective to the evolving demands of building technology.

Its expertise spans fire and life safety, structured cabling, networking, video surveillance, access control, intrusion detection, and other critical building systems. Supported by pre-construction design engineers and an extensive service operation, HCI approaches projects with an emphasis on long-term performance, not simply installation.

“We really focus on the whole life cycle of the projects we work on,” Tyler explains.

That life-cycle perspective is especially important in multifamily, where technology decisions made during construction can shape a property’s operational efficiency for years to come.

Smarter Buildings Start with Smarter Planning

Fragmented building systems rarely happen intentionally. More often, they’re the result of individual decisions made over time, each addressing an immediate need without considering the bigger picture.

An access control solution is selected for one purpose. Video surveillance is added to solve another. Intercoms, elevators, and visitor management systems follow, sometimes with little consideration for how those technologies will communicate or be managed together.

The result can be unnecessary complexity, duplicated efforts, and higher costs to maintain and support the property.

According to Tyler, one of the most important steps property owners and developers can take is to involve the right systems integrator early in the planning process.

“Get someone knowledgeable onboarded early as your consultant,” he advises. “There’s a lot more depth to the low voltage world than a property manager or an architect or even a general contractor is typically going to be able to assist you with.”

An experienced integrator brings more than installation expertise. They understand how different building technologies interact, which systems can be integrated, and where early design decisions can prevent costly challenges down the road.

By engaging that expertise during the design phase, owners can make informed decisions about interoperability, scalability, and long-term serviceability before systems are purchased or infrastructure is installed.

It’s a shift from selecting technology one system at a time to designing a connected environment with the entire property in mind.

Integration is an Essential Skill

For security integrators, the growing complexity of multifamily environments presents both a challenge and an opportunity.

Property owners increasingly expect their technology investments to work together. They want simpler operations, fewer disconnected interfaces, and solutions that can evolve alongside their buildings.

Meeting those expectations requires integrators to understand more than the individual products they install.

“I’d encourage every integrator to study as much as they can on integrations because that’s where the world is moving,” Tyler says. “If you’re not studying and knowing those integrations, if you can’t provide expertise to a client, you’re going to end up falling behind.”

His point reflects an important evolution in the integrator’s role.

Today’s most valuable integration partners aren’t simply experts in individual security systems. They’re trusted advisors who understand how access control, video, intercoms, and other building technologies can work together to support a property’s broader operational goals.

That expertise helps owners avoid investing in solutions that may perform well independently but create unnecessary challenges when introduced into the larger building environment.

For integrators willing to develop these capabilities, the opportunity extends well beyond the initial installation. It creates stronger customer relationships and a greater role in long-term technology planning.

The Long-Term Cost of Disconnected Technology

The true cost of fragmentation often becomes apparent after a building is occupied.

Property management teams may find themselves navigating multiple platforms, coordinating with different service providers, and managing separate processes for everyday tasks.

Something as routine as onboarding a new resident, updating access permissions, or investigating an incident can become more complicated when information and workflows are spread across disconnected systems.

Over time, those inefficiencies add up.

There’s also the cost of change. As properties grow, modernize, or introduce new amenities, technology that wasn’t selected with integration in mind may require additional infrastructure, replacement equipment, or expensive workarounds.

A more coordinated approach doesn’t eliminate every operational challenge, but it can significantly reduce the complexity of managing and maintaining building technology over its lifetime.

And that’s where early planning delivers lasting value.

Smart Is Intentional

One theme stood out throughout my conversation with Tyler: intentionality.

Creating a truly connected multifamily environment requires looking beyond immediate technology needs and considering how a property will operate years into the future.

For owners, developers, and property managers planning a new development or modernization project, that means three things:

1. Bring the right integrator into the conversation early. Involve qualified technology experts during design, when there’s still flexibility to make decisions that support the entire property.
2. Evaluate technology as part of a larger ecosystem. Consider how each solution will communicate with existing and future systems, not just how well it performs independently.
3. Plan for the full building life cycle. Think beyond installation to ongoing maintenance, scalability, service, and the day-to-day experience of property management teams and residents.

The goal isn’t necessarily to have fewer technologies. It’s to ensure every technology investment contributes to a simpler, more connected, and more efficient building.

Because ultimately, a smart building isn’t defined by the number of systems it has. It’s defined by how intentionally those systems are designed to work together.

Learn more about HCI Systems at https://www.hcisystems.net/ or ICT at www.ict.co.

The post Intentional by Design: Avoiding the Hidden Cost of Fragmentation in Multifamily appeared first on Security Sales & Integration.

A free one-hour webinar from Commercial Integrator, Security Sales & Integration and NSCA named “Five End User Expectations That Integrators Must Adapt To” covers five shifts you need to address now.

The Five Shifts

• Uptime is the new baseline. Clients don’t want to place a service call. They expect you to catch problems before they notice, so you need proactive monitoring and service plans built around availability.
• Clients arrive pre-informed by AI. Your customer may show up with a spec sheet, a comparison chart and a price target generated in minutes. You no longer win on information. You win on judgment.
• IT now controls the purchase. The facilities manager who approved past projects often isn’t the decision-maker anymore. You’re selling to IT, and IT evaluates vendors differently.
• Network access is earned, not granted. Every device you put on a corporate network raises a security question. Without IT’s trust, your project stalls at the firewall.
• Not every recurring-revenue pitch is real. Recurring revenue is the industry’s favorite promise. When you separate durable service revenue from hype, you protect your margins and your reputation.

Who’s on the Panel

Joe Perez, chief technology officer of ClearTech, and Andy Russell, chief technology officer of SVT, both serve on NSCA’s Emerging Technologies Committee. Jon Ray, chief revenue officer of Revenueify, an NSCA Business Accelerator partner, joins them. Dan Ferrisi, group director of content + editorial, industrial + tech, at Forge, will moderate the discussion.

The Takeaway

Adapting to these expectations isn’t just about keeping clients. It’s how you win the ones your competitors lose.

“For integrators to be strategic consultative advisors to their clients and preserve their long-term relevance, they must adapt themselves to the ever-evolving expectations their customers bring to the table,” says Ferrisi. “This live webinar will be an invaluable roadmap offering integrators guidance on exactly how they should adapt while still keeping their unique company DNA intact.”

Register for the Nov. 17 webinar to find out whether your business already meets the bar your clients are setting.

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Time must be part of the equation. If AI gets a product to a testable phase in a fraction of the time, what happens when you actually test and evaluate that codebase?

Most of the studies I’ve found are either older or they evaluated vibe-coded applications built with little or no disciplined software development team actually performing end-result unit testing.

The Results Change Dramatically

When you instead pair a seasoned team that follows disciplined development practices with the time savings AI provides, the results change dramatically — largely because you can build test fixtures in minutes instead of days, catching bugs and issues far earlier.

The second pitfall is more cultural than technical: AI tools lower the skill floor for producing working-looking code, which is exactly how subtle bugs slip into production.

A generated function that handles 95% of signal formats correctly and silently mishandles the remaining 5% is far more dangerous than one that fails loudly, because it looks correct.

In a domain where the whole point of the software is to never miss the rare event, that’s the failure mode to design against — not the obvious crash, but the confident, plausible, wrong output. AI can easily catch these errors too, assuming the team has designed the right testing models to find them.

Lastly, legacy platforms often encode decades of hard-won tribal knowledge — quirks in how specific panel manufacturers report signals, historical workarounds for receiver bugs — none of which is documented anywhere an AI model could have learned it or even known it existed.

Tools trained on public code will confidently generate plausible-looking logic that ignores those quirks entirely, because they have no way to know they exist. This is especially true when you have a lot of moving parts cobbled together, all trying to get it right; one small mistake in one module can have devastating results downstream.

How Fast Will AI-Assisted Alarm Monitoring Move?

The real question is how fast this moves. The honest answer: faster than the industry’s compliance and review processes are built to handle. AI coding adoption elsewhere has moved from novelty to default in roughly two years; most developers across the software industry now use these tools daily.

There’s no reason alarm monitoring’s vendors and central stations are immune to that pull, especially the smaller ones under the most pressure to do more with less engineering headcount. The tools will show up in these codebases whether or not the industry has agreed on how to review what they produce.

Today, there are only a handful of standards that specify how alarm monitoring software is expected to behave, and most of them are antiquated at best and in need of modernization.

None speaks to software governance models, unit testing or even bug documentation along the way. The standards process itself is almost too slow to keep up — by the time a new standard is published, it’s already been eclipsed by something newer.

The Mismatch Is the Story

That mismatch is the real story here. The technology curve is fast and generic; the safety curve for life-safety software must be slow and specific; and, right now, nobody in this industry has published anything bridging the two.

There’s no alarm industry equivalent yet of a secure-coding standard for AI-assisted development, no public guidance from UL, The Monitoring Association or Security Industry Association on how AI-generated code should be reviewed before it touches signal-routing logic.

Until that exists, the responsible path for vendors is treating AI output the way a good central station treats an unverified signal: useful, fast and never dispatched without a human confirming it first.

The opportunity is real. So is the exposure. The vendors who get this right won’t be the ones who adopt AI coding tools fastest — they’ll be the ones who figure out, before a regulator or a bad outage forces the question, what “AI-generated but verified” needs to mean for software that people’s safety actually depends on.

Keeping people in the loop is a critical part of this process. AI is advancing technology faster than ever before, but that only makes human involvement more necessary, not less, for the foreseeable future.

AI is here to stay. It has already changed everything, and it will continue to as time goes on. Moving alarm processing into a future state is going to be necessary, but it’s also going to have to be done carefully and thoughtfully. AI will certainly be there to help but people will also be there to make sure it’s solid and reliable.

The post Artificial Intelligence-Assisted Alarm Monitoring Development, Part 2 appeared first on Security Sales & Integration.

Co-founders Joe Lopez and Nick McCarty will remain with IOS as co-founders, strategic partnerships & corporate development and will continue to serve as members of the board of directors, the announcement says.

The appointment is “a planned step in IOS’s ‘Building for Growth’ initiative,” according to the company announcement.

“With a seasoned operator leading day-to-day execution, the company is positioned to capitalize on a strong pipeline of opportunities as the platform scales,” the announcement says.

Why is Joseph Grillo Joining IOS as CEO?

Since its founding in 2018, IOS has completed thousands of projects for customers across the country and grown to 10 locations in Kansas, Arkansas, Florida, North Carolina and the Washington, D.C. region.

This growth “has been fueled in part by bringing together respected regional businesses, including Cardinal Door & Hardware, Duranotic Door, Automatic Door Systems, Atlass Hardware, Suncoast Commercial Door & Hardware, B.A. Hoft of Charlotte, Triad Security Group, Washington Door & Hardware, B.A. Hoft & Associates (Raleigh), Design Supply Doors and Commercial Door & Hardware,” according to the company announcement.

Most recently, IOS opened a new location in Rogers, Ark.

In their new roles, Lopez and McCarty “will focus on strengthening industry partnerships, pursuing new markets, and leading future acquisitions, the work that has driven IOS’ growth from the start,” the announcement says.

“Nick and I set out to build a company where people come first and relationships matter, and we couldn’t be prouder of what our team has built,” says Lopez in the company announcement. “There are tremendous opportunities ahead, with more customers to serve, markets to enter, and businesses to welcome into the IOS family.

“This change lets us spend our time where we can make the greatest difference with Joseph (Grillo) leading the company day to day. He knows our business, he shares our values and he has built and scaled great companies in this industry. He’s the right leader for this next chapter,” he says.

Grillo brings more than four decades of leadership in the security and access control industry, along with “a proven record of growing companies through acquisition,” according to the company announcement.

He was a co-founder and longtime president of HID Corporation, leading its carve-out from Hughes Aircraft and its eventual sale to ASSA ABLOY. He went on to serve as president and CEO of ASSA ABLOY’s global technologies division and executive vice president of ASSA ABLOY AB, where he led HID Global, ASSA ABLOY Hospitality and Besam Automatic Doors and completed more than 15 acquisitions.

In 2012, Grillo founded ACRE, a security systems provider, and served as its CEO until 2022. He is also a past president of the Security Industry Association.

Grillo has served on the IOS board of directors for the past two years. He joins “a strengthened executive team of proven leaders with deep expertise across operations, finance, and sales,” according to the company announcement.

“IOS has something special: talented people, strong customer relationships, and a culture built on putting people first,” says Grillo in the announcement. “I’m honored to lead this team and excited to build on that foundation as we continue to grow together as One IOS.”

The post Integrated Openings Solutions Names Joseph Grillo New CEO appeared first on Security Sales & Integration.

The agreement values ADT at approximately $7.6 billion in equity value and $15.3 billion in enterprise value, according to the joint announcement.

Under the terms of the agreement, which ADT’s board of directors unanimously approved, ADT stockholders will receive $10.00 per share in cash upon completion. The per-share price represents a premium of 45.6% to ADT’s unaffected closing share price on Oct. 27, 2026 and 52.1% to its 30-day volume-weighted average share price ending on Oct. 27, 2026.

Why is Thrive Holdings Acquiring ADT?

The transaction “would combine ADT’s more than 150 years of security experience, nationwide service network and customer trust with Thrive Holdings’ long-term capital and engineering capabilities,” according to the joint announcement.

Thrive Holdings is a permanent capital holding company, which “enables it to own and operate businesses over a long-term horizon,” the announcement says. This ownership structure “will provide ADT with greater flexibility to invest in its people and the development of new products and services.”

“ADT is pleased to enter into this transaction, which recognizes the value built by our more than 12,000 employees and delivers an attractive cash premium to our stockholders,” says Jim DeVries, chairman, president and chief executive officer of ADT, in the joint announcement. “Our leadership in security is based on a legacy of trust, longstanding customer relationships and the dedication of our employees.

“With Thrive Holdings’ long-term capital and technology expertise, ADT will gain new opportunities to accelerate innovation, enhance the customer experience and bring greater peace of mind to even more homes and businesses,” he says.

“ADT has spent generations showing up for people when it matters most,” said Kareem Zaki, partner at Thrive Holdings, in the joint announcement. “We intend to build on that foundation by strengthening ADT’s technology and product capabilities, with the capital and patience to invest over decades.

“Our ambition is to help ADT’s teams better serve customers and offer a seamless service with more actionable information for the professionals responding,” he says.

The Next Steps

Currently, more than 75 businesses across accounting, IT services and the built environment are part of Thrive Holdings. Following the closing of the transaction, ADT will “form the foundation of Thrive Holdings’ smart home security business,” according to the joint announcement.

Thrive Holdings “intends to support ADT’s management in pursuing long-term growth through continued investment in the company’s people, products and services,” the announcement says. Thrive Holdings’ engineering teams “will work alongside ADT’s professionals to identify opportunities for technology to enhance the Company’s products and services and help its teams support customers more effectively.”

ADT’s data and privacy policies will remain unchanged and no new data sharing will occur without customer permission.

“Protecting customers’ homes also means protecting their data,” says Anuj Mehndiratta, partner at Thrive Holdings, in the joint announcement. “Thrive Holdings is committed to upholding the highest standards of privacy and cybersecurity to protect the information that customers entrust to ADT.”

Financing commitments for the transaction have been solely provided by funds managed by affiliates of Apollo Global Management, Inc., the company that owns Forge, parent of SSI.

The transaction is expected to close in the first quarter of 2027, subject to customary closing conditions, including approval by ADT’s stockholders and receipt of U.S. antitrust approval. The transaction is not subject to a financing condition.

Under the terms of the merger agreement, ADT, with the assistance of its financial advisors, may solicit proposals from third parties for a period of 30 days continuing until 11:59 p.m., New York City time, on Nov. 28, 2026, with a potential 10-day extension for certain parties that submit acquisition proposals during the initial go-shop period.

There can be no assurance that the solicitation process will result in a superior proposal and ADT does not intend to disclose developments with respect to the go-shop process unless and until it determines such disclosure is appropriate or otherwise required. ADT will have the right to terminate the merger agreement to enter into a superior proposal, subject to the terms and conditions of the merger agreement.

Until the transaction closes, ADT will continue to operate independently. Following completion, ADT will become privately held and its common stock will cease trading on the New York Stock Exchange.

The post ADT to Be Acquired by Thrive Holdings for $15.3 Billion appeared first on Security Sales & Integration.

Security Sales & Integration: What’s the best piece of advice you’ve ever received?

“Be true to how you operate. Despite what others may say, you have a way of pushing forward, getting the job done and delivering results.” Bill Tsompanidis shared that advice with me early in my security integration career while serving as my director of operations at S-TRON Security Electronics.

I entered the organization as a project coordinator and ultimately advanced into senior project management, but what stayed with me most from that experience was learning to trust my own leadership instincts.

As leaders, we are constantly exposed to different management philosophies, personalities and definitions of success. We should learn from all of them, but we cannot allow them to replace authenticity.

For me, that has meant taking ownership, challenging conventional thinking when necessary and remaining focused on execution. I have never believed that a job description should define the boundaries of someone’s contribution. If there is an opportunity to solve a problem, improve a process, support a colleague or create value for the organization, I believe you have a responsibility to engage.

Bill recognized that characteristic in me early and encouraged me not to lose it as my career progressed.

The lesson I have carried forward is simple: Learn from everyone, adapt constantly, but understand what makes you effective and remain authentic to it. Leadership becomes far more powerful when you stop trying to emulate someone else’s style and begin developing your own.

SSI: What advice would you give to those looking to achieve success in the security industry?

McCory: Invest in people, understand the business beyond your function and never allow your title to define the extent of your contribution.

During my time at VIRSIG, I served as operations manager under Brian Valenza, a former Navy SEAL who served with SEAL Team 4. Brian established “People Matter” as a core organizational value. It wasn’t simply something written on a wall; it influenced how we approached leadership, accountability and execution.

That philosophy reinforced something I continue to believe strongly in today: organizations do not execute strategies; people do.

Technology, processes and organizational structures are important, particularly in an industry evolving as rapidly as security. But sustainable performance comes from creating an environment where people understand the mission, have ownership of their responsibilities and feel empowered to make decisions.

The leadership principles explored in Gen. Stanley McChrystal’s Team of Teams further shaped my thinking. The traditional command-and-control model becomes increasingly ineffective as organizations and problems become more complex. Leaders have to establish trust and empower teams to execute.

I began looking beyond my own company for opportunities to learn from the broader industry through PSA committees, Security Industry Association initiatives and relationships with professionals whose experiences were different from my own.

That leads to the advice I would give someone building a career in security today:

Develop enterprise perspective before you have an enterprise title.

Understand how your decisions affect the customer, the field technician, operations, sales, profitability and the long-term relationship. Seek out responsibilities that make you uncomfortable. Find mentors who challenge your thinking and participate in the industry rather than simply working within it.

Most importantly, when you eventually earn the opportunity to lead others, create the same environment for them. Leadership isn’t about creating followers; it’s about developing people who have the confidence, context and authority to lead without you.

SSI: If you could point to one person in the security industry and tell up-and-comers, “Make sure to listen to what they have to say,” whom would you pick and why?

McCory: Lon Bazelais, president of Grid Squared Systems.

Lon demonstrated something that I believe is becoming increasingly important in leadership: authority and leadership are not the same thing.

I watched an owner and president remain accessible and directly engaged across every level of his organization. There was never a sense that someone’s title determined the importance of their perspective.

That creates a very different culture.

When people know leadership is willing to work alongside them, listen to them and understand the challenges they face, accountability becomes something shared throughout the organization.

Lon also understood that culture and customer experience are inseparable. The reputation Grid Squared developed in the market wasn’t created exclusively through the technology it delivered. It was built through the way people were treated, the way customers were supported and the consistency with which the organization executed.

That environment significantly influenced my own development. It taught me to look at a security organization not as individual departments, but as an interconnected business where people, operations, technology, customer experience and financial performance ultimately need to move in the same direction.

That philosophy continues to influence me today at ViewScan.

Working alongside David Antar, a serial entrepreneur and innovator, added another dimension to that leadership perspective: the ability to tell the story behind the technology.

David helped me recognize that business development requires more than understanding what technology does. You have to articulate why it matters.

That distinction has become increasingly important as our industry moves deeper into AI, cloud technologies, analytics and remote monitoring. Customers don’t need another conversation about features. They need trusted advisors who understand their operating environment and can translate technology into measurable security, operational and business outcomes.

Today, as I lead business development and sales for ViewScan, I draw heavily on both perspectives: Lon’s example of people-centered leadership and David’s ability to connect innovation with a compelling business story.

If there is one lesson I would encourage the next generation of security professionals to carry forward, it is this:

Don’t simply study successful people’s accomplishments. Study how they think, how they treat people, how they make decisions and how they create opportunities for others. Those lessons will ultimately shape your leadership far more than any title ever will!

The post Steven V. McCory, Business Dev. Director, ViewScan: Best Advice appeared first on Security Sales & Integration.

Security integrators see a continuing transition to cloud-based and mobile access control solutions as users push for easier deployments that just work by letting people in who need to get in and keeping people out who shouldn’t be in.

Aaron Barbe, senior product manager for Boca Raton, Fla.-based 2026 Integrator of the Year Everon, says users are more regularly pushing for the single pane of glass but even that may be a thing of the past before too long.

“Everybody wants their video and access and intrusion and visitor management in a single interface,” he says. “I think the next evolution is going to be, ‘I don’t even want to really use the interface. I want to be able to talk to an AI agent or something that will tell me what critical events happened today or show me all the clips of any Level 5 alarm.’”

As you might imagine, artificial intelligence has found its way into the access control space.

“Just like video walls, you can’t just sit somebody in front of a video wall and expect them to catch everything,” says Barbe. “The analytics are going to do a much better job of catching when something bad happens or something you care about or that you’re interested in.”

Louis Boulgarides, president and CEO at Laguna Hills, Calif.-based Ollivier Managed Security, expects analytics to become a more prominent part of access control in the not-too-distant future. It’s starting to happen now, in fact, he says.

“I think AI is going to be leveraged around access control and access control systems, video and video systems in the very near future,” says Boulgarides. That means access control systems can lock doors, send reports, set specific access levels for specific doors and spaces and much more.

“These archaic Windows-based interfaces and all of this old clunky stuff that we have will go away,” he says. “That’ll be the next evolution of our industry.”

Rachel Dousharm, the director of marketing and acquisitions for Clemmons, N.C.-based Nitor Solutions, expects to see steady growth in access control and more use of AI within that segment of the security industry.

“You do have people a little wary of AI at the moment,” she says, noting it’s similar to how some customers feel about moving to cloud-based security systems.

“I think, though, in the next five years, you’ll see access control in the cloud with AI and everything,” says Dousharm. “You have your manufacturers that throw all of it into one single pane of glass. I think that’s going to start being the way people are going to go toward just because it saves them time.”

Jeff Kesterson, owner of Sedalia, Mo.-based Nightwatch Security and Telephone, sees physical credentials “not completely going away, but becoming a much smaller part of the industry and NFC (near-field communication) becoming a much bigger part.” He expects that transition to take five to 10 years.

Image courtesy of Forge

Everon’s director of product management, Brent Kiernan, sees the convergence of multiple security technologies creating “more intelligence” and “the ability for the customer to just make it easier for them to administer simple user experience.”

John Nemerofsky, 2026 SSI Industry Hall of Famer and chief operating officer at Kent, Ohio-based SAGE Integration, lauds its clients “that have done amazing things and pushed us to do some amazing things with AI and their access control platforms.”

One client, he says, has integrated access control into its customer relationship manager platform to respond to “door propped” and “door forced” alarms and creating incident management reports, cutting $1.9 million in guard costs in a year.

The AI also handles employee and visitor badge requests, says Nemerofsky.

Another client is using AI to help with predictive analytics related to access control, he says.

Nemerofsky also predicts “a continued movement to mobile credentialing” and a movement from hybrid cloud security solutions to full-scale cloud offerings.

Brandon Niles, vice president of Lafayette, La.-based full-service integrator Acadian Total Security, SSI’s 2026 SAMMYs Installer of the Year, says mobile access control is definitely more on the mind of customers these days.

Volunteer fire departments in Louisiana, for example, use it to check in staffers as they arrive on the scene of an incident with Acadian installing readers on the department’s trucks across the state, he says.

Mobile credentialing is another access control innovation that’s “definitely coming,” says Niles.

“It feels like it’s here, with Apple Wallet and all of the different integrations that people want on their phone,” he says. “I don’t know what comes next, but I would think providing that ability to protect and secure but also making it a little bit more seamless so there’s a better customer experience.”

Andy Schreyer, vice president of technology at Salt Lake City, Utah-based Stone Security, says the company is “focused on helping our customers see that the future of access control has a lot more to do with mobile credentials.”

“Mobile doesn’t really mean plastic disappears tomorrow,” he says. “But I think the interesting thing about mobile is the card didn’t move to the phone. Its credentials can finally be more of a part of a digital identity. And, if mobile allows that change to occur, then you have identity automation that can be the enhancement of how you manage people.”

Latest Trends in Access Control

Identity management is “one of the bigger trends” in access control today, says Barbe. This goes beyond controlling doors, he says, allowing companies to manage the identities and access rights for visitors.

Wallet credentials are “continuing to build steam,” says Barbe, noting “there’s still a little bit of an opportunity to improve that” in terms of making it more frictionless.

Boulgarides has seen recent advancements in facial recognition, he says.

“People are using their faces to get into ballparks and different things, so I think adoption is increasing,” he says, noting mobile credentials are “building a lot of momentum” as a “more seamless technology.”

Customers are becoming more comfortable with cloud-based access control, says Dousharm, noting that the ultimate request is for simplicity.

“In the past year, we’ve seen a massive request for getting it all in the same system or at least having things work together to where they don’t have to go over here and over here and over here,” she says.

Analytics is becoming a more prominent feature in access control these days, says Kesterson, with video surveillance tied in to seeing who is trying to enter a particular area or access a particular asset.

Biometrics hadn’t taken off for them, he says, even though “it looks great in the movies.”

Most of SAGE’s clients, other than those in the regulated utility space, have moved to a hybrid cloud security system, says Nemerofsky. Mobile credentials “is at the top of everybody’s list” and integration with physical security identity management (PSIM) systems has also been popular lately, he says.

Nemerofsky is confounded by companies that continue to rely on unencrypted Wiegand-based security systems in an age when open supervised device protocol (OSDP) offerings provide more security.

Active directory integration and single sign-on capabilities have gone from a “nice to have” to “sort of a must-have,” says Niles, adding that the single pane of glass is at the top of every customer’s security wish list.

“Everybody just wants to have one place to go look for access control and CCTV and even alarm conditions,” he says.

Acadian customers don’t ask about biometrics nearly as much as they used to, says Niles.

AI “is a good tool for integrating video and access control,” says Schreyer, noting it can pick up those who tailgate or piggyback people with access to a secured area.

“There are a lot of access control systems that have given blanket access levels but now they’re able to see and track anomalies,” he says.

Schreyer calls mobile solutions “the most exciting trend” in access control, saying it allows for automating and managing identities.

“When the HR groups and IT groups all understand that same identity, there’s an enormous amount of manual work that we can eliminate,” he says. “And there’s a lot of security gaps that we can close too when someone’s terminated in their access or in their HR system.”

Schreyer also wants to see more access control applications merged with video surveillance.

“I wish more and more of our clients would try this because, the second they try it, they love it,” he says.

Educating the Customer

Typically, when Everon is working on an access control-related installation, “customers know the problem that they’re trying to solve and they ask us to be the subject matter expert or the consultant to try to put together the right solution for them,” says Barbe.

Occasionally, customers who are “really, really into the details and really technical with the security products that they manage day in and day out and that their teams select” will take a more active role in selecting the components in their system, he says.

Image courtesy of Forge

Jessica Borchers, general manager at Nightwatch Security, says clients often get ideas about what they want in their access control systems from what they’ve seen in other places.

“But then they come to us and we come up with the full solution for it,” she says. “We listen to what they want, but then we try to offer them, if we can, something slightly different or slightly better than what they want.”

Integrating access control and video surveillance in schools “has been powerful,” she says, adding one solution sends alerts to school resource officers when doors open and shows them video of what happened when the door opened.

Customers are becoming more receptive to cloud-based solutions these days, says Boulgarides, although there are still plenty who prefer the on-premises offerings that they believe keep their data and information more secure.

“Normally what we’re doing is giving them pros and cons — what’s good, what’s bad about solutions — and helping them make a decision,” he says.

Nitor’s dealings with its customers typically depends on how long they’ve been working together, says Dousharm.

“When we start with clients, it’s more like, ‘hey, we need someone to come in and kind of help us figure out what to do, where to put it, how to do these things,’” she says. “But we have clients we’ve been working with for years now and they’ve taken that role of, ‘I know exactly what I want.’”

Kiernan says customers “may know what they have but they don’t know how to move forward” and “that’s where our expertise comes into play.”

SAGE’s Fortune 500 and largest privately held 200 customers “usually have pretty smart security teams that understand what their challenges are,” says Nemerofsky.

“Acadian Total Security is often ‘guiding’ its clients to the right solution, but they do seem to be more educated now than two or three years ago,” says Niles. That’s a function of decision-makers coming from other companies in new leadership roles.

Sometimes, Stone Security will simply enhance an existing solution for a customer but other times, they’ll rip the entire thing out and start from scratch, says Schreyer.

“It’s rare that we find a client that has never had any sort of access control nowadays,” he says.

Staying Informed About Access Control

To stay educated about the latest developments in access control and other security technologies, Everon joins the advisory boards of its key partners as well as joining the Security Industry Association and being part of industrywide boards, says Barbe.

“We try to engage regularly with our field and what kind of problems the customer is trying to solve and get intelligence that way,” he says.

Everon prides itself on being an early adopter of technology, says Kiernan, which helps them stay at the forefront of new products in access control and other technologies.

“We get our hands on the actual products and solutions and get to play with them, tinker with them early on,” he says, noting the company has a lab at its Irving, Texas, location.

Staying ahead of the market involves “align[ing] yourselves with the right manufacturers that are being progressive and hav[ing] a very close relationship with them so you’re in the loop on what’s coming,” says Boulgarides.

“The focus is on future-proofing the customer,” he says. “We really take that role of trusted advisor seriously with our customers.”

It’s important to understand the differences between vertical markets, says Dousharm, especially when it comes to compliance protocols.

“The IT side of the house, it’s much harder for them to adopt something new than it would be for like a K through 12 or a corporate space,” she says.

Nightwatch takes a cautious approach to new products and solutions, says Kesterson.

“We try not to just jump on every little thing,” he says. “We try to look for something that is going to be of interest to our customers.”

NFC solutions are “really strong,” says Kesterson, noting it’s “the next thing” and Nightwatch was an early adopter of that technology solution.

SAGE Integration serves on advisory councils for its manufacturer partners, says Nemerofsky, and also attends as many trade shows as possible and gets monthly briefs from manufacturers to stay abreast on the latest industry developments “and sharing those roadmaps with our clients.”

It takes “a conscious effort” to stay informed about access control, says Niles, especially since Acadian works with about a half-dozen partners in that space.

“It can be pretty time-intensive given how fast the industry is moving,” he says, adding the company’s manufacturer partners do a good job of keeping them updated on the latest developments.

Acadian also attends trade shows regularly and joins different trade organizations, including the Electronic Security Association.

Stone Security is on the advisory boards for “all of our core manufacturers,” says Schreyer, “so we get a first glance at what’s coming.” That also comes by attending manufacturer events that involved pre-released products.

Recurring Revenue in Access Control

Recurring revenue-based solutions are “certainly our preferred model,” says Barbe, noting that enterprise customers generally prefer annual licensing fees, whereas small and mid-sized customers are more interested in a monthly subscription.

“Everybody, either in their personal lives or even in their commercial environment, has gotten used to paying subscriptions for things and they’re used to the setup where things are being hosted and managed in the cloud for them and that they’re paying for that service versus having a standup server and do license upgrades,” he says.

Nightwatch sells packages involving cloud-based security solutions and offers maintenance agreements to which customers can opt in, says Borchers.

“I think it’s definitely easier than it was 10 years ago,” she says. “People do almost expect some sort of recurring charge. They’re not surprised by it. It definitely starts an ongoing relationship.”

Image courtesy of Forge

Ollivier has grown from having no recurring revenue five years ago to about $5 million per year today, says Boulgarides. That represents about 40% of its annual revenue and the number continues to grow, he says.

“We’re heavily focused on managing our customers, making sure they have systems that can be accessed from any device, anytime, anywhere and really giving them the maximum amount of leverage and flexibility from their security systems,” says Boulgarides, noting service contracts have almost morphed into “best practice.”

“I like the fact that, in 2027, I’m going to start the year with five and a half million dollars of revenue booked already starting the year,” he says, noting that the shift to a service-forward model included restructuring sales commission plans.

“Managed services starts out very small but, if you’re committed, then they get big over time,” says Boulgarides.

Recurring revenue is “a massive part” of the operation for Nitor, says Dousharm. That includes options including access control as a service, license renewals and service agreement.

“It’s very important to us for the recurring revenue and also just the relationship in general because it makes it a little bit more sticky,” she says. “For the most part, after you kind of lay it out, people understand why they need it.”

Many customers “have started to learn their lesson about being stuck in that on-prem and losing out on functionality,” says Kiernan.

SAGE offers full-scale cloud solutions, hybrid cloud systems, mobile credentials and software support agreements, all of which create recurring revenue streams, says Nemerofsky. That comprises about one-quarter of the company’s overall revenue.

Integrators should embrace “any path to smooth that construction curve,” says Nemerofsky.

“We’d like to see ourselves get it to 30% [recurring revenue], but it’s going to be client-driven,” he says. Signing the service agreements cuts down on the number of invoices that clients need to handle every year, says Nemerofsky.

Everything Acadian Total Security does in access control “has a hosted component to it,” says Niles, “and that’s what we’ve done since day one.”

“The margins for the bigger locations don’t tend to be as good as what you would get on a traditional monitoring type of recurring, but it’s better than getting nothing and it’s making for a stickier customer,” he says.

Stone Security “would sure love [recurring revenue] to be more and more prominent and more prevalent in our business every year and we work hard to do that,” says Schreyer.

“I think as the cloud type and as a service type solutions continue to grow, those are where we see the recurring revenue potential,” he says, adding the company also navigates the “tricky” nature of service agreements to fit customers’ budget cycles.

Because Stone Security doesn’t have commission-based sales teams, “we’re not necessarily looking for our next project. We just want to maintain our relationships,” says Schreyer.

How Saturated Is the Access Control Market?

Our integrators agree that, although access control has been around for decades and there are plenty of doors that are locked and precious resources protected, there’s a lot more opportunity out there for them to make even more inroads in the sector.

“I certainly think there are a lot of doors that customers want to manage that they haven’t put on an access control system because it didn’t make sense from a cost perspective,” says Barbe, noting wireless locks “are starting to get better and get a lot more reliable.”

“There’s tons of opportunity to further drive more adoption. I don’t see it as a saturated market at all,” he says, noting that interior doors and IT closets are among the many areas itching to be boosted by access control.

Customers are showing more interest in deriving business intelligence from their access control installations, says Barbe.

Borchers sees “lots of opportunities” for access control to continue to grow in various vertical markets and applications. That includes installations supported by school security grants and new businesses looking to ensure they’re staying protected.

“I see companies and school districts that might have talked to us about access control in the past and elected not to do it because of cost, now with the higher consciousness of security, they’re coming back and some of them are doing it,” she says.

Schools have gone from worrying about getting broken into at night to protecting themselves while they’re open, says Borchers. School officials want to keep people who don’t belong there out but also ensure students who do belong in the building.

The biggest opportunity in access control today, says Boulgarides, is converting on-premises systems to cloud-based systems.

“I don’t know necessarily that there’s this organic growth within security in general, physically putting more security on more doors,” he says. “I do think, though, there’s a huge opportunity right now as the industry changes.” Boulgarides sees an “extra layer of AI” on top of access control systems.

“That’s really what we’re banking on right now,” he says.

Dousharm sees “so many more places” where access control solutions can be deployed and replaced.

“Some of these access control systems have been in place for 15-plus years and barely hanging on by thread,” she says.

“People are thinking a little bit more about openings, maybe in a slightly different way where they wouldn’t have put access control previously,” says Kiernan, noting it’s about gaining as much business intelligence as possible.

SAGE Integration is securing about 12 percent of its existing clients’ doors, says Nemerofsky, meaning there are almost 90 percent of their doors alone that could benefit from access control solutions. He continues to have high hopes for wireless access control solutions.

“There’s a lot left to do,” he says. “When you look at each door deployment between $3,000 and $3,500, it becomes a budget issue.”

Nemerofsky says customers are learning to focus more on anomalies of access control, thinking more about why someone’s access is denied to a particular area rather than boasting about access being granted to a steady stream of entrants.

When it comes to access control, “requests have not slowed down,” says Niles.

“If anything, we’re seeing more and more requests for it,” he says. “How many doors are still left to be secured? I can’t give you a number. My assumption is it’s pretty significant though.”

Access control installations have changed over the years, says Schreyer, going from focusing on “major choke points” to “more part of business intelligence.”

“It’s not as much about security or access control,” he says. “It’s more about, ‘where do people need to be?’ ‘How do we influence flow?’ And ‘are there different types of business intelligence metrics that we can glean from access control?’”

Stone Security is integrating access controls into radios for some customers, giving them data about doors that are open in particular areas, says Schreyer. With costs coming down through mobile and wireless access control, expect to see it spread.

“Is there more opportunity? For sure, the answer is yes to that,” he says.

The post Access Control is Having Its Moment appeared first on Security Sales & Integration.

The celebration included a ribbon-cutting ceremony, followed by a recognition event where the company announced $30,000 in donations to support first responders, according to the company announcement.

The monitoring center renovation is part of a more than $2 million investment in ADT’s Irving facility, which handles “a significant portion of the company’s professional monitoring activity,” the announcement says.

The updated monitoring center features upgraded equipment, enhanced workspaces and collaborative areas for ADT’s monitoring professionals. The project also created dedicated space for product, technology and monitoring teams to work together on enhancements to the customer experience.

What Happened at the ADT Monitoring Center Celebration?

As part of the celebration, ADT leadership honored nine monitoring professionals for “quickly responding to fire and medical alarms, helping coordinate emergency response and assisting customers during critical situations,” according to the company announcement.

The company also recognized local first responders for their service and presented $30,000 in donations through Safe Places, ADT’s corporate giving program. The donations included $15,000 to the Irving Police Athletic League and $15,000 to Grey Matters to Firefighters, an Irving organization dedicated to raising awareness of the cancer risks firefighters face.

“Today is about recognizing the people who are there when our customers and communities need them most,” said Fawad Ahmad, chief operating and customer officer at ADT, at the company event. “Thank you to our monitoring professionals who work around the clock to provide peace of mind for our customers and the first responders who answer the call and serve their communities.

“We’re also proud of the investment we’ve made in Irving, which supports our teams and the important work they do,” he said.

The Irving monitoring center is one of ADT’s six company-owned and operated monitoring centers across the United States. Together, they make up “the largest network of company-operated monitoring centers in the industry,” according to the company announcement.

The post ADT Unveils Renovated 24/7 Monitoring Center in Irving, Texas appeared first on Security Sales & Integration.

As organizations look for new ways to improve efficiency, automation and decision-making, the same infrastructure that protects facilities is increasingly being used to support operations, safety, customer experience and other business initiatives.

That shift is creating new opportunities for security leaders. They are no longer responsible solely for protecting people and assets. They are also helping organizations understand how data from cameras, sensors and connected systems can improve business outcomes across multiple departments.

Modernization does not always require starting from scratch. In many cases, existing hardware can support advanced AI applications. The key is understanding what infrastructure is already in place and what it will need to support in the future.

One of the biggest barriers to modernization is that security projects are often evaluated only through a security lens. When organizations recognize that the same infrastructure can support operations, marketing, safety and customer experience initiatives, the business case becomes much stronger.

Start With What’s Already in Place

Organizations should begin with a current-state assessment, either on their own or with the help of a trusted partner.

This process includes creating an inventory of existing security technologies, the network infrastructure supporting them and other connected systems. The assessment should identify not only what equipment is installed but also how it is being used. For example, organizations should evaluate whether camera placement, image quality and system performance support both current and future applications.

For security integrators, these assessments also provide an opportunity to help customers distinguish between infrastructure that requires replacement and technology that can continue delivering value. This approach allows organizations to prioritize investments and create a more manageable path toward modernization.

In a recent customer example, a global manufacturer faced challenges standardizing security infrastructure across facilities that used different cameras, storage systems and video management platforms.

When leadership wanted to automate security operations and expand the use of camera data for quality control and operational intelligence, an assessment helped identify which systems could support those goals, where upgrades were needed and how investments should be prioritized.

Plan and Prioritize Use Cases

Organizations should bring together stakeholders from across the business, including security, IT, operations and safety teams. In some industries, such as retail, marketing may also have an important role to play.

Working together, these groups can identify and prioritize use cases based on business value, implementation requirements and timing.

Not every use case must be implemented at once. However, future use cases should help guide decisions about the hardware and infrastructure deployed today. Some applications may be achievable with existing equipment, while others may require targeted investments. A phased approach allows organizations to align technology decisions with business objectives while preserving flexibility for future growth.

These discussions often reveal opportunities to share costs across departments, reducing the burden on security and IT budgets alone. Demonstrating how investments support multiple business functions can help build a stronger return-on-investment story and secure executive support.

This exact situation played out with a retailer that initially considered replacing cameras to improve loss prevention. After bringing together security, marketing and operations stakeholders, the organization identified additional opportunities to use the technology for customer analytics and inventory management. Those added use cases helped justify the investment while creating a foundation for future innovation.

Build for Tomorrow

AI is accelerating the convergence of security, operations and business intelligence, creating both opportunities and challenges for organizations and integrators alike.

The organizations realizing the greatest value are not simply deploying new technology. They are evaluating how existing and future investments can support a broader set of business objectives across departments.

By taking a strategic approach, organizations can plan the next security refresh more efficiently, unlock budgets from multiple business functions and accelerate adoption of new capabilities. Just as important, they can make technology decisions that support future growth rather than solving only today’s challenges.

A combination of current assessments and future-focused planning workshops can help organizations identify shared use cases, align stakeholders and maximize the value of existing investments. The result enables organizations to take advantage of emerging AI-driven opportunities while positioning themselves for long-term success.

Phil Langley is vice president and general manager, new business development strategy & sales, at Wesco.

The post Turning Security Infrastructure Into a Business Intelligence Platform appeared first on Security Sales & Integration.

For this installment of On the RISE, Security Industry Association spoke with Alizee Foucher, associate business development manager at EtherWAN. 

Security Industry Association: Tell us a little bit about yourself and your career path. 

Alizee Foucher: I am an associate business development manager at EtherWAN Systems. Prior to joining EtherWAN, I completed the Phoenix Contact (EtherWAN’s parent company) apprenticeship program and graduated from West Chester University with a bachelor’s degree in business management, along with minors in human resources and business law.

While in school, I helped grow a new restaurant in my hometown, Hummelstown, Pa., where I became the manager and marketing person. I worked on developing their website and driving a brand to gain a bigger presence within the town. 

SIA: What first got you interested in security and safety as a career choice? 

Foucher: To be completely honest, security was not an industry I initially planned to pursue. Through my experiences at Phoenix Contact and later EtherWAN, I was presented with an opportunity to support and grow the security market in California. I entered the industry with limited knowledge but a strong willingness to learn and embrace something entirely new.

As I learned more, I realized how critical security is to the systems, technologies and environments people rely on every day. Much of what the industry does happens behind the scenes, but it plays a vital role in keeping people, facilities and operations secure. 

What has kept me engaged is not only the importance of the work, but also the people within the industry. I’ve had the opportunity to learn from professionals who are committed to solving complex problems and driving meaningful change.

Through those experiences, I’ve come to see security as an industry where innovation, collaboration and technology can make a lasting impact, and that’s what continues to motivate me today. 

SIA: Who has influenced or mentored you—either within the security field or outside? 

Foucher: Several people have had a significant impact on my professional and personal growth.

Steve Frank has been one of my most influential mentors throughout my journey into the security industry. He helped me understand the business strategy behind the industry, expand my knowledge and develop patience as a professional. He often pushed me outside of my comfort zone, which taught me to think quickly, act with intention and recognize what I don’t know so I can continue learning.

Through his guidance, I was also able to build a strong network and form meaningful relationships that have contributed greatly to my career. 

One of those relationships led me to Katie Greatti, who has taught me the importance of perseverance and turning ideas into reality with patience, purpose and positivity. She showed me that setbacks are part of growth and that failure only occurs when you stop trying.

Her example has reinforced the value of building something thoughtfully and sustainably rather than rushing to see immediate results. She has encouraged me to believe in myself, ask for support when needed, stay confident and keep moving forward despite challenges. 

Another person who has had a profound influence on me is my friend Ben Gavrilov. He has encouraged me to remain true to who I am and challenged me to view being a young woman in both security and the corporate world as a strength rather than a limitation.

He taught me the importance of respectfully challenging the status quo and having the confidence to bring new ideas to the table. His belief in me has helped strengthen my own confidence and inspired me to become someone who drives positive change rather than simply accepting existing norms. 

SIA: What’s something most people don’t know about you?  

Foucher: Outside of work, I’m an avid equestrian and enjoy competing in eventing and jumper disciplines with my horse. The sport has taught me the importance of discipline, adaptability and building trust, qualities that I also bring to my professional relationships and business development efforts.

SIA: What are some challenges and advantages of being a young professional in security? 

Foucher: One of the biggest challenges of being a young professional in the security industry is earning respect and having your voice heard. It can be difficult to prove yourself when people make assumptions based on your age rather than your knowledge, abilities or contributions. Building credibility takes time, consistency and a willingness to continuously learn and demonstrate your value.

At the same time, there are many advantages. Young professionals have the opportunity to help shape the next generation of the industry, bring fresh perspectives and embrace new technologies and innovative approaches. We can also serve as advocates and mentors for other emerging professionals entering the field.

The challenges we face help build resilience, confidence and wisdom, while creating opportunities for personal and professional growth. 

SIA: What advice do you have for young professionals just starting out in the industry?  

Foucher: My advice is to approach every opportunity with an open mind. Find mentors who inspire you, challenge you and motivate you to keep learning and growing. Surround yourself with people who support your goals, see your potential and believe in you, even before you fully believe in yourself.

Don’t be afraid to make mistakes; they’re part of the learning process. At the same time, recognize when it’s time to ask for help. Seeking guidance after you’ve made an effort shows maturity, not weakness. Be willing to learn, but also speak up when something doesn’t feel right or when you have a different perspective. Those conversations often lead to valuable insights and growth.

Have confidence, even when it feels uncomfortable, and be prepared to back it up with effort and knowledge. Come prepared, stay observant and absorb as much information as you can. Learning what works, what doesn’t and how to effectively communicate your ideas will help you develop your own professional style. Build a strong foundation, continue to grow from it and ultimately create the professional you aspire to become.

SIA: What do you enjoy most about being at your company—and in the security industry? 

Foucher: What I enjoy most is the freedom to be creative and the support to turn new ideas into action. Both my company and the security industry have given me opportunities to step outside my comfort zone, take on leadership roles and approach challenges in new ways.

I’ve been encouraged to learn through experience, take calculated risks and view failure as part of the growth process rather than something to fear. That environment has allowed me to continuously develop my skills, build confidence and contribute in meaningful ways. 

Most importantly, I’ve been able to work alongside people who challenge me to think differently, support my growth and create opportunities for me to make an impact. 

SIA: How do you define success? 

Foucher: I define success as growth. It’s not a single achievement or destination, but the ability to continuously become a stronger, wiser and more capable version of yourself. Success is overcoming challenges that once seemed impossible, learning from failure and becoming better because of it.

For me, success is also measured by impact. It’s earning the trust of others, building meaningful relationships and creating opportunities for the people around you. If I can inspire, support and empower others while staying true to my values, then I consider that success.

SIA: How do you think the SIA RISE community can help foster the careers of young people in the industry?  

Foucher: I believe SIA RISE is already doing it through mentorship, support of the community and the opportunities they offer young professional to have a voice in the industry.

SIA: What does RISE offer that is most important to you/your company? 

Foucher: RISE has given me something every young professional needs: support, mentorship and a community that genuinely wants to see others succeed. It has helped me find my passion within security, build relationships with people who challenge and encourage me and gain confidence in my ability to contribute to the industry. 

Most importantly, RISE has given me a platform to be heard, continue learning and help drive the conversations around innovation and change that will shape the future of security. 

SIA: What are some key components of your role with EtherWAN? 

Foucher: I focus on developing strategic partnerships and driving growth within the physical security market. My role involves working with integrators, consultants and end users to identify networking solutions that improve operational efficiency and support critical security infrastructure.

I also have a partial focus on intelligence transportation systems, where I develop/upgrade city networks alongside my engineer throughout southern California. 

SIA: What key challenges, opportunities and/or trends do you see as most important to the industry—or more specifically to those in the network solutions space? 

Foucher: One of the biggest challenges facing the industry is the willingness to embrace change. Many organizations have relied on the same processes, technologies and approaches for years, which can make it difficult to adopt new perspectives and innovative solutions.

While change can be uncomfortable, resisting it can slow progress and limit an organization’s ability to keep pace with the evolving demands of technology and security.

In the network solutions space, I see a significant opportunity for organizations to shift from a reactive mindset to a proactive one. Too often, networks are only evaluated when something fails, performance decreases or an unexpected issue occurs. While cost is always a factor, reactive repairs and emergency upgrades often become far more expensive than strategic planning and preventive investments.  

Ultimately, I believe the greatest opportunity in our industry is education. By helping customers understand the value of proactive network planning, life-cycle management and long-term reliability, we can create stronger, more resilient systems while positioning organizations for future success. 

SIA: What drew you to your past role with Phoenix Contact and how have you used what you learned in previous roles in your current position with EtherWAN? 

Foucher: When I graduated from college, I saw Phoenix Contact as an opportunity to refine my education, skills and strengths in a professional environment that was focused on development and growth. It provided a strong foundation as I transitioned from the classroom into the business world, allowing me to learn not only the technical and professional aspects of the industry but also more about myself.

Through the apprenticeship and the mentors I worked with, I gained exposure to different industries, business strategies and ways of thinking. Those experiences challenged me to keep an open mind, step outside of my comfort zone and explore opportunities I may not have considered otherwise. 

One of the most valuable lessons I learned at Phoenix Contact was understanding what kind of career I wanted to build. I realized I was most passionate about creating solutions, building relationships and approaching business with creativity rather than focusing solely on transactional sales. That realization ultimately led me to EtherWAN and the security industry. 

SIA: What has been the most rewarding accomplishment or experience in your career in the security industry? 

Foucher: One of the most rewarding experiences in my career has been the opportunity to help develop and contribute to The SHIFT. What began as an idea for creating meaningful change within the security industry has evolved into a collaborative movement focused on education, innovation and bringing the ecosystem together to better serve end users.

The vision behind The SHIFT is to close the gap between what is being built and what end users truly need by encouraging open discussions, technical education and collaboration across the industry. Through panel discussions and thought leadership, the goal is to create actionable conversations that help accelerate innovation and drive more effective solutions. 

While the first event is still being brought to life, the journey itself has already been incredibly rewarding. The process has connected me with talented professionals who have challenged my thinking, strengthened my ideas and helped shape the vision into something tangible. It has pushed me to grow as a professional, become more confident in my voice and learn how to turn an idea into reality with purpose and intention. 

More than anything, the experience has reinforced the value of community, collaboration and leadership. Seeing others believe in the vision and contribute to its success has been one of the most fulfilling accomplishments of my career so far. 

SIA: What are your predictions for where the security industry may be headed in the next five to 10 years? 

Foucher: Over the next five to 10 years, I believe the security industry will become increasingly reliant on artificial intelligence, whether organizations are fully comfortable with it or not. AI is already creating efficiencies, improving decision making and helping organizations process information at a scale that was previously impossible. At the same time, it presents new challenges around trust, governance, privacy and cybersecurity.

One of the greatest opportunities will be finding the right balance between leveraging AI and maintaining the human judgment that is critical to effective security. While AI can enhance efficiency and automate processes, it cannot replace experience, creativity, critical thinking and relationship building. Organizations that successfully combine both will be best positioned for long-term success. 

I also believe the industry will continue to shift toward more proactive planning, resilience and scalability.  

As AI becomes more integrated into security solutions, there will inevitably be mistakes, growing pains and lessons learned. The next few years will be focused on understanding how to deploy these technologies responsibly while protecting systems, data and customer trust. 

Ultimately, the organizations that succeed will be those that embrace innovation while remaining thoughtful about risk, security and the human impact of the technology they deploy. 

The post Alizee Foucher, Associate Business Dev. Mgr., EtherWAN: On the RISE appeared first on Security Sales & Integration.

School safety stakeholders know the value that threat-detection technologies bring to K-12 campuses. AI-powered video analytics, gunshot detectors and panic buttons are the first signal of a possible crisis. What might be less appreciated, however, is that detection is only half of the safety equation.

Cameron Javdani, vice president of market development, security solutions, AtlasIED, puts it plainly. “Threat detection used by itself doesn’t do anything,” he says, unless there’s a connected way to tell people what to do in response.

For integrators serving the education market, this represents a real opportunity.

In the following paragraphs, we’ll explore how threat detection fits within a layered K-12 mass-notification strategy and how it’s possible to achieve a faster, better-informed safety response.

AtlasIED on Threat Detection and a Layered Strategy

According to Javdani, a layered strategy begins with a simple question: How can staff members communicate that there’s an emergency and call for help?

At a campus’ outer edges — for example, the parking lot or the playground — a staff member might notice that something seems off. Closer to and inside the building, where the stakes are even higher, automated detection can take over. Javdani describes these layers as concentric circles of escalating risk, each one designed to deliver faster detection and notification as the risk level rises.

Clearly, it’s not merely about detecting a threat, though. Even more important is responding to the threat. And that’s why, Javdani says, a camera that spots a threat but never alerts the people nearby is missing a big piece of the puzzle.

“If you identify the risk but don’t tell people what to do, that’s kind of pointless,” he says. And it’s a gap that AtlasIED is filling.

Describing an integrated AtlasIED system, Javdani says that, when it detects an intruder or a weapon, it triggers more than just a siren. In fact, it triggers a spoken instruction to lock down, evacuate or follow whatever procedure the school’s plan calls for through AtlasIED’s network speakers, displays and flashing lights. Notably, the response can scale appropriately, as well. A concern in the parking lot might warrant locking the front door and sending an officer — not summoning a SWAT team.

Serving the School’s Existing Plan

“[Schools have] a process for an emergency,” Javdani says, underlining that AtlasIED’s role is to serve the school’s existing plan. “We want to be able to give them the tools to conduct that process faster and more accurately.” Ultimately, he says, it’s all about everyone going home safely at the end of the day.

This outcome-focused philosophy extends to the broader technology estate, which AtlasIED seamlessly integrates into. AtlasIED might not make access-control systems, but it does work with those providers so that a detected threat can trigger a lockdown. It’s a mindset whereby the company doesn’t seek to own every piece of the system but, rather, to do its part exceptionally well.

Faster Response: Closing the Gaps

When SSI asks where time gets lost in a school emergency, Javdani points to two gaps: confusion over what the situation actually is and uncertainty about what to do next.

A generic call for help forces responders to assess and triage; by contrast, a specific alert tells them whether an unauthorized person is approaching, a student has fallen and needs medical attention, or something altogether different is occurring.

If someone yells help, Javdani says, the first question might be, “What’s going on now?” But if you change a single word, the picture sharpens. “If someone yells fire, I know exactly what that is,” he continues. “And I know what I need to do in that situation.”

Even specificity about the type of incident, however, may not be sufficient without more detailed notifications and instructions. To wit, Javdani recalls a recent school visit during which staff warned him that a fire drill would begin in 30 minutes.

“I only knew it was a fire alarm because they told me it would be a fire alarm,” Javdani says.

Outside, Javdani headed down the sidewalk until a staff member redirected him to the parking lot. As he puts it, “If that person hadn’t been there when I left the building, I would have done the wrong thing.”

Integrated notification fills the gap in a real-world scenario by pairing the situation with the action, whether it’s evacuating for a fire, sheltering in place when a weapon is detected or moving to a designated storm location during severe weather.

Better-Informed Response: Reaching Every Person

Javdani next turns to AtlasIED’s AIX platform, which the company released to significant industry acclaim at ISC West this past March. When it detects someone brandishing a firearm, he explains, an announcement identifies the threat and typically instructs occupants to lock or barricade classroom doors. This is a step that integrations can automate. The system can direct evacuations away from the threat, and an outdoor message can warn off-campus individuals to stay away.

These days, however, reaching people isn’t as simple as making an aural announcement.

“[If you] walk around any campus, what do you see?” Javdani asks. “Hoodie or hat on, AirPods in, right?”

That’s why visual signage, flashing lights and color indicators are increasingly indispensable. They prompt those students to take out their AirPods, listen up and act.

Talkdowns and Deterrence

“If I walk into a building and I see cameras, I know there is almost a certainty that someone is not watching that camera,” Javdani acknowledges. That immediately diminishes the effectiveness of cameras as a deterrent.

Conversely, if a monitoring center operator is viewing the camera feeds and can speak directly to the perpetrator through a targeted talkdown, the deterrence effect is far greater.

A live voice saying that police are on the way makes it unmistakably clear that someone is watching and a response is in progress.

AtlasIED Says Accuracy is Critical in Threat Detection

Of course, alerts must not only be fast; even more critically, though, they must be accurate. Central stations and RapidSOS-type services can review an alarm within seconds, Javdani notes, and he adds that today’s detection models are far better trained than they were even five years ago.

In building out its gunshot-detection model, AtlasIED took training extremely seriously. In fact, training occurred in the exact environment that the systems are meant to serve.

“We didn’t go out and buy a library of pre-recorded gunshots,” Javdani explains. “We went to a real school, with real guns, and shot real bullets. [We] recorded what they sounded like in that environment.”

Further validating the model are multiple microphones measuring pressure levels, as well as infrared detectors to identify a muzzle flash. That rigor means integrators can fully stand behind recommending AtlasIED in safety-critical settings like schools.

Rapid Alert Wearable Badge: The Human Layer of Detection

Often, the first detection comes from a staff member — not from a sensor. That puts humans and physical panic devices at the center of a layered safety strategy.

Some panic devices assign different alarms to different button-press patterns. However, staffers who use the devices rarely — perhaps only during a single orientation training — may have difficulty remembering those patterns.

As Javdani puts it, “Am I going to remember what my button sequence [is] here? Probably not, right?”

AtlasIED’s Rapid Alert wearable badge has three buttons that cover medical emergencies, security emergencies and lockdowns, and the badge shares the wearer’s location on a map to assist monitoring center response. It operates via a single press-and-hold action. No need for apps; no forced login and subsequent search for the right contacts.

“It can be a mess, right?” Javdani says of more complicated solutions. “I’d rather just press and hold a button.”

Demand for these solutions is growing. AtlasIED works with Make Our Schools Safe, the nonprofit whose advocacy has promoted Alyssa’s Law and which has sought to implement silent panic alarms in schools. Each new law, as additional states adopt the framework, opens the door to new projects.

AtlasIED and Threat Detection: Final Thoughts

For integrators, Javdani sees a clear opportunity. Security and PA integration have converged. And with cameras, speakers and detectors all on the network, schools increasingly want one partner who can deliver everything. An integrator installing cameras but not PA, he notes, is missing the chance to deliver a complete solution.

Ultimately, in K-12 security, detection without notification is not a solution at all — it’s half of one. By connecting the two, AtlasIED helps integrators give schools what matters most: faster, better-informed action so that everyone goes home safely.

To learn more about AtlasIED’s threat-detection and mass-notification solutions, visit AtlasIED.com.

The post AtlasIED on Why Threat Detection Isn’t Enough in K-12 Mass Notification appeared first on Security Sales & Integration.

Security Sales & Integration: What’s the best piece of advice you’ve ever received?

Summer Derrick: The best advice I’ve received is that being a leader doesn’t mean having all the answers. It means surrounding yourself with great people, listening to perspectives that are different from your own, and being willing to learn.

As CEO, my job isn’t to be the smartest person in the room. It’s to build a strong team, create clarity around where we’re going and make sure people have the trust and support they need to help us get there. Some of our best decisions have come from being willing to listen, ask better questions and recognize that the best answer may come from someone else at the table.

SSI: What advice would you give to those looking to achieve success in the security industry?

Derrick: While my career has been focused on the automatic door and entrance systems industry rather than security specifically, I believe the fundamentals of success are very similar.

My advice would be to never stop learning, build relationships based on trust and always do what you say you’re going to do. This is one of our core values and we live it every day.

Technology, products and customer expectations will continue to evolve. The people and businesses that succeed are those willing to adapt, invest in their knowledge and understand the needs of the customers they serve.

At the end of the day, success isn’t just about what you sell. It’s about the confidence people have in you, your team and your ability to deliver.

SSI: If you could point to one person in the security industry and tell up-and-comers, “Make sure to listen to what they have to say,” whom would you pick and why?

Derrick: Rather than point to someone I haven’t personally worked with or learned from specifically in the security industry, I would encourage those entering the industry to seek out the people who have built their reputations through years of experience, integrity and a willingness to share their knowledge.

Some of the most valuable lessons I’ve learned have come from people working directly with customers, solving problems, and finding better ways to do things. Find those people, ask questions and listen. Experience is one of the most valuable resources available to anyone starting their career.

Click here to check out the entire Best Advice series!

The post Summer Derrick, Owner and CEO, Door Controls USA: Best Advice appeared first on Security Sales & Integration.

In just three years, this company transformed a collection of legacy security organizations into one of the nation’s largest commercial security integrators, all while keeping the customer experience at the center of every decision.

For these reasons and many more, we’re proud to name Everon as CI, SSI and NSCA’s 2026 Integrator of the Year.

In this feature, we sit down with company leaders to explore the journey of Everon as a major player in the integration industry.

From Legacy to Independence

Everon’s journey as an independent organization began in 2023, following ADT’s divestiture of its commercial division, ADT Commercial, says Tim Whall, executive chairman of Everon’s board of directors.

He notes that the company was built on the foundation of several highly respected organizations, including Protection One and Red Hawk Fire & Security, into a single national platform.

That platform now supports more than 300,000 customer locations through a nationwide network of more than 100 branches, 5,000-plus employees and two company-owned, U.S.-based, UL-listed monitoring centers.

Reflecting on the transformation, Whall notes, “We were creating a brand that virtually no one knew about 36 months ago.”

For him, the biggest challenge was building the culture that eventually would be termed as “One Everon” which united teams around a common go-to-market strategy, leveraged the strengths of the combined organizations and delivered a clear, consistent value proposition to customers nationwide.

As Everon prepared to operate independently, Whall believed strong leadership would be critical to the company’s success — and appointing Don Young as chief executive officer was, in his view, a natural choice.

“Don and I share a history that goes back to 1992, when we started working together,” Whall explains. “Over the years, I’ve seen firsthand the kind of leader he is, so when the opportunity arose, I was glad to convince him to come lead the organization as CEO.”

Praising Young’s leadership skills, Whall remarks, “The comfort level and confidence that I have with Don is unwavering. I’ve met a lot of great executives over my tenure, and Don is certainly among the very best.”

He adds that he has full faith in Young’s capabilities in running the company, adding that their long history and mutual trust have allowed them to operate with a shared focus on what matters most.

“We have a strong partnership built on respect, trust and a commitment to doing what’s best for the company,” says Whall. “We each play different roles, but we’re aligned in our goal of helping Everon reach its full potential.”

Young, too, expresses his excitement about the partnership with Whall.

“Tim and I have worked together for decades, and that history is built on a foundation of trust, shared values and a common view of what great organizations can achieve,” he states. “When the opportunity to help build Everon presented itself, it felt like a natural next chapter, and I could not be more energized about what we are creating together.”

Building the Everon Infrastructure

According to Young, the decision to build new platforms during the separation from ADT stemmed from necessity.

“The separation presented us with a unique opportunity to design our future from the ground up,” he reveals. “Rather than simply replicating the legacy systems, we built a modern, commercial-focused foundation specifically designed to support growth, agility and long-term customer success.”

Jay Robertson, chief business operations officer, chimes in, noting that the transition required building infrastructure at a massive scale.

“Within its first year of separating from ADT, Everon successfully set up entirely new corporate systems, including a telephony system, HR platform, sales commissioning platform and financial platform,” he says. “We also managed the significant organizational change required to implement these systems across the company. Our ability to accomplish all of this in such a short time has been nothing short of remarkable.”

For Young, these investments weren’t just about keeping the lights on; rather, they laid down the foundation for what comes next.

“The investments we made during the separation created a modern data architecture that positions us to unlock the full potential of AI,” he states. “Today, we are applying those capabilities both within our operations and across customer environments to improve efficiency, strengthen decision-making and deliver better outcomes.”

Logo courtesy of National Systems Contractors Association (NSCA)

 A Culture of Accountability

Ask anyone at Everon what drives the business, and the answer is the same: the customer. Whall calls it the “true north” of the company as it shapes how Everon measures success. Rather than leading with revenue targets, the company focuses on the inputs that produce great outcomes.

For instance, Everon established a comprehensive operating framework built around daily scorecards, Monthly Operating Reviews (MORs), Blue Box reporting and Total Cost of Ownership (TCO) analytics, giving leaders real-time visibility into the operational metrics most closely tied to customer experience, service performance, productivity, retention and profitability.

This new operating model has fundamentally changed how decisions are made throughout the organization and created a culture of accountability and continuous improvement across more than 100 branch locations nationwide.

“The ‘Blue Box’ is just a term we’re using in this particular company…. It’s measuring the inputs that will drive the outputs we want,” explains Whall. “If you sit there at the top, and you say the goal is X amount of profit and X amount of revenue, it tells me what you want, but it doesn’t tell me how to get there.”

Instead, Everon focuses on the “how” and it holds every role accountable to the same high standards. “Don’t tell the employees the results you expect. Tell them how to get it done,” emphasizes Whall. “When you share with an employee the how and what success looks like…then it’s just a matter of will and skill.”

According to Mike McWilliams, president and chief operating officer, accountability also means being honest with customers, even when the numbers aren’t flattering. As an example, he points to a quarterly business review with a major grocery store chain earlier this year where they shared something that left a lasting impression.

“They remarked, ‘You’re the only company we work with that presents everything — the good, the bad, everything,’” says McWilliams. “‘You bring the truth document and show us exactly how you’re performing.’”

Combined with daily and monthly reviews, the framework has fundamentally changed the way the business operates, shifting Everon from a more reactive management structure to proactive performance improvement while ensuring accountability across a nationwide footprint.

In fact, the company holds itself accountable to an 85% first-day resolution rate where it offers same- or next-day service within 60 miles of a branch and has cut its monitoring center’s average speed-to-answer to roughly six seconds.

Behind these metrics is a mindset that no interaction is someone else’s problem.

“One of the defining characteristics of our culture is a deep sense of ownership. We expect every employee to take responsibility for the customer experience, regardless of title, function or organizational boundaries,” says Young. “That commitment to accountability and service is one of the most meaningful differentiators of the Everon brand.”

Investing in People

For Everon, taking care of customers starts with taking care of employees. The company has poured resources into training its frontline teams and its managers alike.

“Over the last 12 months, Everon has trained more than 450 managers and supervisors on core company values and operational priorities,” McWilliams says, pointing to the scale of the effort.

This commitment also shows up in how the company fills its leadership roles. “Out of the last 10 general managers promoted to lead district offices, eight were internal promotions,” he adds, underscoring the depth of Everon’s investment in nurturing its own talent.

The investment also extends to career growth for younger employees. In fact, Everon runs a U.S. Department of Labor-accredited technician apprenticeship program that provides up to 6,000 hours of structured, on-the-job training.

Additionally, more than 2,300 technicians receive ongoing technical education and industry certifications, including NICET, NFPA and OSHA.

“As I look across our organization, [I am proud to] see all these hardworking, courageous people gaining experience, stepping into larger roles, taking on greater responsibility and having a sense of ownership of the company because they’ve [become] part of the fabric,” remarks McWilliams.

Recognition is woven into the culture as well. According to Bobby Dale, chief customer officer, recognition is actually an active pursuit of catching somebody doing something right.

“When that happens — and it happens a lot — we are very quick to recognize honestly and truly recognize performance no matter the role,” he emphasizes. “If you don’t have that sense within your culture of recognizing people and doing it in a more natural way, you’re never going to be able to have an organization where the pride and passion come through.”

Commitment to Customers and Partners

Young underscores that Everon’s vendor-agnostic model sets it apart in a crowded field.

He explains that as a service business, the company isn’t tied to any single manufacturer which frees it to recommend the right solution for each client.

“Our vendor-agnostic approach allows us to remain focused on what matters most: solving customer challenges,” remarks Young. “We begin with the customer’s objectives and design solutions around their needs, rather than leading with a predetermined product or technology.”

For McWilliams, another strength of the company lies in its ability to listen to clients. He declares that Everon operates on a “diagnose before you prescribe” model. “The company [works] closely with clients to understand their specific operational pain points before recommending a customized solution,” explains McWilliams.

That partnership mindset extends to Everon’s vendor relationships as well.

According to Dale, Everon treats its technology manufacturers as true partners where the opportunity is not to “push them around as much as it’s an opportunity to join hands and understand each other.”

Robertson chimes in, stating that Everon often works with partners on their product roadmap and shares with them the features that the company itself would like to see or that customers would like to see. “I think that helps us to…let the customers know that we’re forward thinking and that we’re always trying to drive more innovation and more value for them,” he says.

When asked to recollect overall customer sentiments, all interviewees emphasize the positive feedback at GSX 2026.

Young recounts the experience, stating, “At GSX, I actively sought constructive criticism from customers and what stood out was how consistently positive the feedback was. It served as a powerful validation of the progress our team has made over the past three years.”

For Whall, this customer-first equation always adds up.

“We’ve always led with the customer experience at every one of these companies because if the customer experience is the best in class, the employees have a sense of pride of working for that organization,” he says.

From his perspective, when employees feel this level of pride, they are more likely to give their best, discretionary effort.

“And when that happens, the numbers always follow,” says Whall.

Photo courtesy of Everon

Localized Services, National Impact

Everon aims to deliver this world-class experience across its portfolio, whether a customer is a single location or a 17,000-store national account.

As McWilliams explains, “We really want to make sure that all customers — whether it’s one of our big national account customers, a local customer or an enterprise customer — get the same experience.”

Robertson likens this goal to a premier franchise model such as Chick-fil-A where each branch receives identical, top-notch services regardless of geography and size. He explains that the company’s data-driven strategy is grounded in “the idea and the promise of delivering consistently excellent service, no matter where you are in the country.”

Taking on a Proactive Stance

Everon isn’t standing still. The company sees its next chapter in shifting from reactive service to proactive protection, powered by the data platforms it built during the separation and the practical application of AI as a force multiplier for its people.

“The next horizon is defined by helping customers move from a reactive operating model to a proactive one,” says Young. “By combining data, analytics, AI and deep industry expertise, we can help organizations anticipate issues, mitigate risk and improve outcomes before problems occur.”

It’s a natural extension of a company that already invests heavily in its systems and people. For Everon, AI is a tool to accelerate human expertise to better serve the company, not replace its talent.

“Our [chief information officer], Ryan Fritts, and our technology team have established a disciplined, business-focused approach to AI adoption,” he reveals. “We are not pursuing AI for its own sake. Every deployment is evaluated through the lens of measurable value for our customers, our employees and our business, ensuring that innovation is practical, responsible and outcome-driven.”

Meanwhile, for Whall, being proactive is less about reacting quickly and more about creating the conditions for success before challenges arise.

“Being proactive [can be] difficult,” he explains. “It sounds easy, but you’ve got to try and create [an] intentional space and have a vision.”

Here the vision lies in solidifying the Everon name. As Whall puts it, “We created the name out of nothing and we [continue] to make that become something.”

Everon on Giving Back

Through its nationwide Be the Difference program, Everon employees contribute thousands of volunteer hours and significant charitable support annually to causes including food security, children’s services, family support programs, homelessness initiatives, housing assistance efforts and veteran support organizations.

Since 2022, employees have contributed more than 9,100 volunteer hours, generated more than $120,000 in charitable giving and participated in hundreds of community projects across the country.

These efforts reflect a belief that great companies should serve not only their customers but also the communities where they live and work.

Everon Launches Active Video Monitoring Services

As customer expectations evolved beyond traditional system installation, Everon has invested thoughtfully in AI, advanced analytics, automation, cloud-based platforms and remote services designed to improve outcomes throughout the customer lifecycle.

This includes the launch of Active Video Monitoring (AVM), an innovative service that combines advanced analytics, live monitoring expertise and real-time intervention to help prevent incidents before they occur.

Unlike traditional alarm response models, AVM moves customers toward a proactive risk management approach that improves visibility, reduces false dispatches and enhances overall security effectiveness.

Early customer adoption has already demonstrated measurable reductions in theft, trespassing and after-hours incidents.

The Story of Everon

For Dale, Everon’s story resonates because it is rooted in authenticity, not hype.

“As an organization that is intent is to be the best, you have to really have a story of who you are, what you are and it can’t be an empty story,” he says. “To get prospective customers or existing customers to grow with you, it has to be real.”

This authenticity, he argues, comes from knowing exactly what the company can deliver and empowering its people to bring that promise to life.

“We’re honest about what we can do. We don’t try to stretch ourselves into conversations about what we might be able to deliver. It’s what we know we can do,” emphasizes Dale. “It’s not just about words; it’s in our actions every day and who we are as a company.”

And that’s exactly what has earned Everon our 2026 Integrator of the Year top honors.

In three years, the company built a national brand that is invested deeply in its people and that has never lost sight of the customer.

The industry is watching — and the future looks bright.

The post Drawing the Map of Everon: A Company Guided by True North appeared first on Security Sales & Integration.

Under the new structure, the i-PRO Americas business will be organized into four dedicated virtual companies: i-PRO Edge Technology, Video Insight, i-PRO Public Safety and i-PRO Medical Vision of Americas, according to the company announcement.

Each virtual company will have “dedicated leadership and clear accountability for its results,” according to the i-PRO announcement. This approach “will enable i-PRO to bring greater specialization and dedicated attention to the distinct needs of each market, strengthen customer and partner engagement and align business priorities more closely with emerging opportunities across the region.”

The new leadership structure and virtual company organization will take effect on Nov. 1, 2026.

How Will the i-PRO Americas New Structure Work?

As part of this evolution, James Rothstein will be appointed president and CEO of i-PRO Americas, reporting directly to i-PRO Group president and CEO Masato Nakao. Rothstein joined i-PRO in 2024 as global executive advisor and has been a member of the i-PRO board since July 2025, working closely with i-PRO’s leadership team on go-to-market strategy and global growth.

A security industry veteran with more than 30 years of executive experience, Rothstein previously served as chairman of the Security Industry Association (SIA) board of directors. He was an operating partner at Lee Equity, a New York-based private equity firm, and senior vice president of global security solutions at Anixter International, where he oversaw the firm’s $2 billion global security and fire business.

Earlier, he was chief sales and marketing officer, executive vice president and principal at Tri-Ed Distribution, then North America’s largest independent security distributor, which was sold to Anixter in 2015. His experience with distributors, integrators and channel partners “makes him well placed to lead i-PRO’s next phase of growth in the Americas,” according to the company announcement.

Masami Eguchi, current president of i-PRO Americas, will take on a new role as president of the Video Insight virtual company, while Nick Toth, currently senior vice president of security, will take on the role of president of the i-PRO Edge Technology virtual company.

In this role, Toth will “drive the development of this strategic growth area, strengthening i-PRO’s focus on edge AI innovation and its potential across the Americas,” according to the company announcement.

Why is i-PRO Making This Leadership Change?

The new organization “reflects i-PRO’s commitment to building a more focused and agile business, combining strong regional leadership with deeper expertise in the markets it serves,” according to the company announcement. “By aligning resources, market knowledge and business priorities around four strategic areas, i-PRO aims to strengthen its position as a trusted partner to customers and partners throughout the Americas.”

“i-PRO remains fully committed to its channel partners, distributors and systems integrators across the Americas,” the announcement says. “Partner programs and agreements continue as they are today, and partners should continue to work with their current i-PRO contacts. The new structure is designed to give partners more focused support, deeper market expertise and dedicated leadership in each of the markets we serve.”

“The Americas is one of i-PRO’s most important regions, and this new structure gives each of our businesses the dedicated leadership and focus it needs to grow,” says Nakao in the company announcement. “James brings deep industry experience and market insight. Together with Masami, Nick and our teams across the region, I am confident i-PRO Americas is well positioned for its next phase of growth.”

“This is an exciting moment for i-PRO in the Americas,” says Rothstein in the company announcement. “Organizing around four virtual companies lets us bring sharper focus and deeper expertise to each market we serve. My first priority is to listen to our customers, partners and employees, and to build on the strong foundation our teams have created.”

The post i-PRO Strengthens Leadership in Americas for Next Phase of Growth appeared first on Security Sales & Integration.

The sale comes as Johnson Controls “continue[s] to sharpen our portfolio around thermal management and the technologies and services that support and protect our customers’ most demanding, mission-critical environments,” according to the announcement from chief executive officer Joakim Weidemanis and interim president of global product management Faisal Pandit.

This is not the first time JCI and Truelink Capital have teamed up. Johnson Controls sold its air distribution technologies business to Truelink Capital in June 2024.

Johnson Controls’ intrusion alarm products business “primarily serves residential and light commercial markets through system integrators and third-party channels, rather than through our field business, which isn’t part of this transaction,” according to the letter. The transaction “reflects our continued focus on concentrating our portfolio and resources on our core growth priorities.”

Why is Johnson Controls Selling Its Intrusion Alarm Products Business to Truelink Capital?

JCI’s sale of the intrusion alarm products business to Truelink “will position the business to benefit from Truelink’s investment in product development, supporting continued innovation and delivering greater value and an improved experience for customers,” according to the announcement to employees.

This investment “will support its strong portfolio of brands, including DSC, Qolsys (IQ), PowerG, Bentel, Visonic, Sur-Gard and C24 and their related electronic security products, including control panels and keypads, wireless sensors and detectors and alarm communicators,” the announcement says.

Johnson Controls’ intrusion alarm products unit include almost 700 employees. In the letter to employees, Weidemanis and Pandit wishes them “all the best as they enter their next phase of growth and opportunity,” noting that the transaction is likely to close in the first half of 2027.

“We remain excited about the future and confident that we’re on the right path to win in the market,” say Weidemanis and Pandit in the letter. “By bringing decision-making closer to our customers, focusing resources on our biggest growth opportunities and reducing complexity across the organization, we’re unlocking the full potential of our business and positioning it to grow faster while delivering greater value to customers.”

The post Johnson Controls Selling Residential Intrusion Alarm Products Business appeared first on Security Sales & Integration.

Burns will be recognized Nov. 4 during the 2026 SIA Honors Night event in conjunction with ISC East 2026 at the City Winery.

Burns is senior director of federal government affairs at Walmart, where he leads the company’s federal advocacy on technology, artificial intelligence, health care, competition and energy.

As a strategic advisor to the enterprise, he helps Walmart manage risk and navigate complex challenges at the intersection of public policy, corporate reputation and stakeholder trust, and he also works across industries to build coalitions, shape public policy and advance shared priorities.

Why Did Ryan Burns Win 2026 SIA Jay Hauhn Excellence in Partnerships Award?

Burns’ career spans government affairs, corporate strategy and business management. Before returning to federal government affairs, he served as head of strategy and acting head of sales for Sam’s Club’s Connect, where he “helped drive the growth and transformation of Sam’s Club’s retail media business,” according to the SIA announcement.

Prior to this role, he spent seven years on Walmart’s Federal Government Affairs team, leading the company’s engagement with the House and Senate Judiciary Committees. Burns began his career in public service as a legislative fellow in the office of U.S. Rep. Bill Posey of Florida.

He holds an MBA from the University of Virginia and a bachelor’s degree in philosophy from Covenant College. He has also studied theology at Reformed Theological Seminary.

Burns’ leadership in fostering security industry collaboration includes helping lead a broad, cross-industry coalition advocating to preserve the existing framework governing the Lower 900 MHz spectrum band, which supports millions of devices used in security, safety and other essential applications.

Through his work with the SpecTech Alliance, he has brought together a broad, diverse set of industry stakeholders to elevate technical analysis, highlight the potential impacts of proposed regulatory changes and engage constructively with federal policymakers on the importance of preserving access to this critical spectrum resource.

“The most complex challenges rarely impact just one company or industry, and finding solutions requires the power of partnership,” says Burns in the SIA announcement. Our work through the SpecTech Alliance demonstrates what’s possible when diverse industries and organizations come together around a shared mission.

“I’m honored by this recognition and grateful to SIA and the many partners whose leadership, commitment and collaboration have made this effort possible,” he says.

“SIA is honored to present Ryan Burns with the Jay Hauhn Excellence in Partnerships Award in recognition of his leadership in coordinating multiple industries, associations and corporations to align behind the SpecTech Alliance and enhance our industry’s advocacy on spectrum policy,” says SIA CEO Don Erickson in the association announcement.

“Ryan’s thoughtfulness and approach have been exemplary, and we commend his efforts to go beyond expectations, ensure all voices within the coalition have been heard and protect public safety, growth and innovation. We look forward to celebrating his leadership and many accomplishments at SIA Honors Night.”

The Jay Hauhn Excellence in Partnerships Award is named in honor of Jay Hauhn. During his tenure as SIA’s chair of the board, Hauhn demonstrated “a steadfast commitment to fostering cooperation among industry trade associations and this award recognizes a leader who embodies that spirit of collaboration in the industry,” according to the association announcement.

SIA Honors Night will once again benefit the Foundation for Advancing Security Talent (FAST). In addition to presenting the Hauhn Award, SIA will also present the 2026 Progress Award and Insightful Practitioner Award.

The post Ryan Burns Wins 2026 Jay Hauhn Excellence in Partnerships Award appeared first on Security Sales & Integration.

That distinction will become increasingly important for professional security monitoring centers in 2027.

Artificial intelligence and video analytics can already distinguish people from vehicles, detect perimeter breaches, recognize loitering and filter out large volumes of meaningless motion. The next leap is understanding behavior, context and intent well enough to identify developing situations earlier.

A person walking through a parking lot is not especially noteworthy. That same person moving repeatedly from vehicle to vehicle at 2 a.m., checking doors and peering through windows, is another matter. The transformation from detection to understanding and fast resolution is upon us.

Changing Video Surveillance’s Predefined Rules

For years, video analytics operated largely according to predefined rules: Cross this line. Enter this zone. Remain here too long.

While those capabilities remain valuable, newer AI models, edge processing and contextual analytics typically processed in the cloud are eliminating noise, reducing false alerts to near zero and enabling proactive monitoring that prevents crime in real time.

The question is becoming less, “Did something move?” and more, “Does what is happening here make sense?”

For monitoring centers, that evolution arrives at the right time. Operators are being asked to handle more cameras, accounts and advanced services while customers expect faster response and better outcomes.

Labor, meanwhile, remains one of the largest monitoring center issues and expenses. Simply adding more people to watch more video is not a sustainable growth strategy.

Intelligent filtering offers another way. If analytics can dismiss routine activity and elevate events requiring human judgment, operators become fewer video watchers and more security decision-makers.

Thanks to advances in imaging technology, the security industry has become extraordinarily good at capturing beautiful video of ugly incidents. That is useful as evidence.

But, aside from profitability, isn’t the primary mission to stop — rather than merely record awareness of — crime?

Creating an Opportunity for Integrators

Behavior analytics combined with professional remote video monitoring creates that opportunity. When suspicious activity is identified early enough, trained operators can assess what is happening and intervene through live audio, contact onsite personnel, initiate escalation procedures or summon law enforcement when appropriate.

The earlier the warning, the greater the opportunity to deter or interrupt theft, vandalism, trespassing, assault and other harmful activity. No technology can promise prevention every time. But recognizing risk before an incident is fully underway gives monitoring centers something traditional surveillance rarely provided: Time to change the outcome.

There is also a compelling business case. AI can continuously analyze video, classify activity and send operators only those situations meeting established criteria.

Done properly, that means fewer low-value interactions, faster handling of meaningful events and the ability to support more cameras and sites without staffing increasing at the same rate.

That becomes especially important as remote video monitoring and virtual guarding continue gaining traction. Higher-value video services can generate attractive recurring revenue, but only if the labor model scales. Behavior intelligence can help make that possible.

Changing the ROI Conversation

Additionally, video increasingly has a second job. When incorporating detailed reporting tools, the same cameras protecting a facility can identify traffic patterns, occupancy, unsafe activities, bottlenecks and other operational conditions.

The video investment suddenly supports security, operations, safety and management. That changes the ROI conversation.

Expect 2027 to bring continued movement from object detection toward contextual intelligence. Video, analytics, automation and monitoring workflows will become more tightly integrated.

Natural-language tools will simplify video search, while newer systems become better at identifying deviations from normal activity rather than relying solely on rigid rules.

For monitoring centers, better context means better prioritization, which means operators spend more time on events that matter and less time chasing noise. The camera is no longer simply a recording device. It is becoming an intelligent sensor.

The monitoring center is no longer simply receiving alarms. Increasingly, it is where machine intelligence and human expertise converge to determine what matters and what should happen next.

Of course, challenges remain: choosing technologies, integrating platforms, training personnel, minimizing false positives and deciding where automation should end and human judgment begin.

Privacy, cybersecurity, system tuning, auditing and clear escalation procedures will also remain critical. Those issues are real, but so is the enormous opportunity.

Better Security, Faster Intervention

Monitoring centers that successfully harness behavior analytics without losing the human element can deliver better security, faster intervention, greater operating efficiency and more scalable recurring revenue. For decades, security video told us what happened. Today, it increasingly tells us what is happening.

Taking it all a step further, AI-powered automation is fast advancing toward a scenario in which human-like talkdowns featuring site- and activity-specific messaging deploy in less than 1 second to ward off threats without any operator action.

Operators will then only need to engage a small percentage of the time if the threat persists, with law enforcement dispatch only necessary in relatively rare circumstances (2% to 4% of events). It will be a new age of tremendous efficiency and efficacy.

In 2027 and beyond, the real opportunity will be recognizing what is developing — and acting soon enough to make a difference. That’s not just smarter video; that’s better monitoring.

Scott Goldfine is chief marketing officer at Cawamo. He spent 25 years as SSI’s editor-in-chief. Contact him at sgoldfine@cawamo.com.

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In their respective roles, Boulton and Clapp “will help guide PSA’s marketing, communications and inside sales functions while supporting the organization’s mission to empower owner and member companies through education, collaboration, networking and innovative business solutions,” the announcement says.

“Investing in strong leadership is essential to PSA’s continued growth and our ability to deliver value to our members,” says Matt Barnette, president and CEO of PSA, in the announcement. “Emily and Eric bring complementary expertise and fresh perspectives that will help us build on our momentum, strengthen our operations and continue evolving to meet the needs of our membership and the broader security industry.”

Why Did PSA Add Emily Boulton and Eric Clapp?

Boulton is a strategic marketing and communications leader with “extensive experience developing brand strategies, leading integrated marketing campaigns, driving community engagement initiatives and building high-performing teams,” according to the PSA announcement.

Throughout her career, she has “connected organizational goals with compelling storytelling, data-driven marketing strategies and impactful member experiences,” the announcement says.

Most recently, Boulton led marketing efforts at Climb Credit Union, overseeing marketing automation, campaign strategy, digital marketing, communications, community engagement and social media. She also “played a key leadership role in a multiyear organizational rebrand,” according to the PSA announcement.

Boulton will lead marketing and communications efforts for both PSA and Edge, with a focus on “strengthening member engagement, enhancing the organization’s brand presence and supporting the growth of programs, events and initiatives,” the announcement says.

“We’re thrilled to have Emily join the PSA team,” says Candice Aragon, chief experience officer at PSA, in the announcement. “Her extensive experience with membership organizations brings a valuable perspective to our marketing and communications efforts, and I’m confident her expertise will help us strengthen our connection with members and continue to grow the value PSA delivers.”

Photo courtesy of PSA Network

Clapp brings a background in sales leadership, operations management, customer success and talent development to his new role at PSA. Throughout his career, he “has demonstrated a passion for developing high-performing teams, driving accountability through KPIs and data-driven decision-making and creating innovative strategies that deliver measurable business growth,” according to the announcement.

​In addition to his leadership experience, Clapp has “hired, trained and coached managers and frontline team members, built scalable processes and partnered closely with executive leadership to forecast performance and achieve organizational goals,” the announcement says.

Clapp will lead the PSA inside sales team, working to “refine sales processes, strengthen team performance and identify opportunities to improve the member and customer experience,” according to the announcement.

“Eric’s experience in team development, operational excellence, customer engagement and business growth makes him a tremendous addition to our organization,” says Ben Shour, vice president of sales at PSA, in the announcement. “We are excited to have Eric join PSA and look forward to the impact he will make in helping drive continued success for our sales team and customers.”

The post PSA Network Welcomes Two New Additions to Leadership Team appeared first on Security Sales & Integration.

We also see police bodycam video of the aftermath of a 6-year-old boy shooting his teacher, Abigail Zwerner in the chest in 2023, earning her $10 million in a lawsuit, harrowing images of an Air Force pregame stunt gone wrong in San Antonio and footage of Good Samaritans rescuing a plane in mid-air and a runaway school bus.

Also included in the latest Surveillance Videos of the Week is footage of a man who breached the tarmac at John Wayne Airport in Santa Ana, Calif., and crashed an airport tug, a priest in Ecuador dying during a livestreamed Mass, bodycam footage before a fatal toddler shooting in a Walmart parking lot and elk protecting their territory.

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@forgelive.com.

The post Man Crashes Airport Tug on Tarmac: Surveillance Videos of the Week appeared first on Security Sales & Integration.