Security Director,
RiverTown Mall

The existing training documentation didn't match how the property actually operated. I restructured the security training manual end to end — post orders, patrol standards, incident reporting, use-of-force posture, tenant interaction protocols, and escalation paths.

The manual became the backbone for onboarding new officers and, just as importantly, for developing the assistant director and supervisors as trainers in their own right. Leadership development wasn't a side project; it was how 450 weekly hours stayed covered with consistent quality across three shifts.

I authored the property's safety plans and security operational plans — the documents that answer "what do we do when" before anyone has to improvise. Coverage models, post assignments, emergency response procedures, and severe-incident protocols were written down, briefed, and drilled.

This included delivering active shooter training for the security team — building response readiness for the scenario every retail property has to take seriously, and giving officers a decision framework instead of leaving them to freeze or guess.

I served as the property's standing point of contact with local police — meeting regularly, coordinating on active cases, and packaging evidence so theft claims actually moved. Camera pulls, incident documentation, suspect timelines, and witness statements were assembled into files a detective could act on.

For tenants, that meant theft recovery and investigation support they couldn't produce on their own: identifying repeat offenders, connecting incidents across stores, and turning scattered losses into prosecutable cases.

When a store manager is facing a threatening customer, a volatile termination, or an aggressive repeat visitor, they call security — and the response they get defines whether they trust the property. My team became the resource tenants leaned on for threat situations: de-escalation on scene, trespass enforcement, documentation, and follow-through with police when incidents crossed the line.

That trust compounded. Tenants who trusted security reported earlier, shared better information, and treated my officers as partners rather than mall cops.

Black Friday through the December rush is the retail security Super Bowl: maximum traffic, maximum theft exposure, maximum stress on a fixed team. I planned and commanded the property's major holiday security operations — surge staffing models, adjusted post assignments, traffic and lot management, and coordination with mall management and police on peak days.

The measure of success in surge operations is boring days. We planned for chaos so the season could run without it.

Brookfield is an institutional owner with institutional expectations. I met with corporate stakeholders and ownership representatives to report on security posture, incident trends, staffing, and risk — translating what happens on a patrol at 2 a.m. into the language of asset protection and liability management that an ownership group acts on.

That translation skill — field operations to boardroom — is the core of what a security director actually does, and it's the muscle this role built more than any other.