Miscellaneous DESC

Aley Moyer

THE CALIFORNIAN 2026 Q4 – GETTING MORE FROM YOUR SOC: WHAT IT SHOULD DO FOR YOUR OFFICERS AND YOUR MANAGERS

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Getting More From Your SOC: What It Should Do for Your Officers and Your Managers

Ashlee Cervantes Thomas, Guardian Alliance, CALSAGA Associate Member

Many security companies that have a Security Operations Center (SOC) use only part of its potential.

Some built their own dispatch center. Some send after-hours calls to an outside operations center. Others hand a supervisor the on-call phone and call that a SOC. In all three cases, the pattern is often the same. The SOC answers, takes a message, and passes the call to a manager. The manager still makes the decision, still makes the follow-up call, and still documents what happened.

That setup costs real money but delivers only a fraction of the value a SOC should provide.

For security company owners, the real value of a SOC isn’t measured by the number of calls it answers. It’s measured by the decisions it supports, the problems it resolves, and the operational burden it removes from the people responsible for running the business.

A well-utilized SOC should function as an extension of your operations team, supporting officers in the field, providing management with actionable information, and identifying potential problems before they escalate.

Getting there depends less on who staffs the SOC and more on how your company uses it.

What a SOC should handle for your officers

Your officers need one thing from operations before anything else: someone who answers.

An officer who calls three times at 3 a.m. and reaches voicemail learns to stop calling. From then on, they make decisions alone, and you find out what they decided after the fact.

A SOC should be the first call for every officer, on every post, for:

  • Call-offs and open shifts. The SOC logs the call-off, works your coverage list in the order you establish, and escalates to a supervisor when additional decisions or resources are needed.
  • Post information. Site contacts, access instructions, and post orders should be available through your operational platform so no one wakes a manager for a gate code.
  • Relief and breaks. Coordinating who is relieving an officer, when relief is expected, and what happens when coverage is delayed.
  • Welfare checks. Conducting scheduled check-ins for officers working alone, with documented procedures for missed contacts.
  • Live incidents. Allowing the officer to remain focused on the situation while the SOC coordinates emergency notifications, contacts designated personnel, and documents critical timestamps according to established protocols.
  • Everyday questions. Schedules, time-off requests, and equipment issues can be documented and routed to the appropriate person without requiring an immediate management response.

None of this is particularly complicated. Yet these are often the same reasons officers call their manager’s cell phone today.

There is also an employee experience component worth considering.

In Trackforce’s 2025 benchmark survey of more than 300 security professionals, over 40% of security providers identified employee turnover as their biggest challenge, alongside pressure from rising wages and non-billable overtime.

A SOC cannot solve compensation challenges or eliminate turnover. But providing officers with consistent, dependable operational support is something security companies can control.

Officers who know someone will answer, provide direction, and follow through are better positioned to do their jobs confidently.

What a SOC should handle for your management team

For managers, the first benefit is obvious: fewer calls at night.

The bigger benefit is what the SOC records while handling those calls.

When interactions are consistently documented in a centralized system, that information begins to reveal patterns no individual manager can easily identify from a cell phone.

Over time, SOC records can help answer important operational questions:

  • Which sites generate the most call-offs, and on which days?
  • Which officers are consistently late to post?
  • Which posts repeatedly miss scheduled welfare check-ins?
  • Which clients contact operations most frequently, and why?
  • How long do open shifts remain unfilled?

That is the information managers need to address a problematic post before the client raises concerns, improve next month’s schedule, and walk into a contract renewal with facts rather than impressions.

The SOC should also replace the fragmented overnight text thread.

Instead of waking up to twenty separate messages, managers should receive one organized summary outlining what happened, who was notified, what remains unresolved, and which decisions require attention.

Managers begin their day knowing where operations stand rather than spending the first hour reconstructing what happened overnight.

Moving beyond reactive dispatch

Answering calls and documenting incidents are essential functions, but a mature SOC should do more than respond when something goes wrong.

There is an important distinction between reactive support and proactive operational oversight.

Reactive support begins when someone makes a call. An officer reports an issue, a client requests assistance, or an incident requires escalation.

Proactive oversight looks for operational exceptions before someone needs to report them.

Depending on the services and systems available, that might include identifying missed check-ins, reviewing incomplete patrol activity, monitoring camera alerts, verifying shift coverage, or flagging recurring problems at particular sites.

Consider an officer who misses a scheduled welfare check. A reactive operation may not discover the issue until someone calls. A proactive SOC identifies the missed contact, initiates the established follow-up procedure, and escalates when necessary.

The objective isn’t to replace supervisors or remove their judgment. It’s to give them another layer of visibility and support.

A SOC shouldn’t simply document what went wrong. It should help operators recognize when something may be going wrong.

That shift from answering calls to actively supporting operations is where a SOC can become a meaningful operational asset.

Teach officers to use it, and keep managers from going around it

A SOC only works if people use it.

That requires two consistent habits: one in the field and one in management.

In the field, officers need to know the SOC number and understand when they should call. Include the number in post orders, onboarding materials, and operational communications. Establish clear expectations that the SOC is the first point of contact for call-offs, post questions, relief issues, and incidents.

Consider having the SOC contact each new officer during their first shift. The goal is to make the first interaction a familiar introduction rather than an emergency.

In the office, managers have to resist the temptation to bypass the system.

This is harder than it sounds.

A manager who responds to a call-off text at 9 p.m. is trying to be helpful. But if that information never reaches the SOC, the open shift may not be properly documented, other operational personnel may remain unaware, and the following month’s reporting becomes less reliable.

The rule should be straightforward: officers contact the SOC, and the SOC brings decisions to managers when appropriate.

Managers still make decisions requiring their authority and experience. They simply stop handling every routine operational call themselves.

Consistency is what makes the system work.

Three California obligations a SOC can help you manage

For California security providers, a well-organized SOC can also strengthen the documentation and coordination processes that support regulatory compliance.

A SOC does not replace management’s compliance responsibilities, employment counsel, or required reporting procedures. It can, however, help ensure important information is captured and routed promptly.

Rest breaks. California law generally requires employers to relieve employees of all work-related duties during required rest periods, including the obligation to remain on call. The California Supreme Court reinforced this principle in Augustus v. ABM Security Services, a case involving security officers.

For single-officer posts, arranging appropriate relief can be an operational challenge. A SOC can help coordinate relief assignments, track scheduled breaks, and document situations where relief is delayed or unavailable. Employers must still establish lawful break procedures and ensure that qualifying rest periods are actually provided.

Workplace violence documentation. Since July 1, 2024, California’s SB 553 has required most covered employers to maintain a written Workplace Violence Prevention Plan and document workplace violence incidents in a violent incident log. Required information includes details such as the date, time, location, and nature of the incident.

When officers report incidents through a centralized SOC, operators can capture initial details, preserve timestamps, and promptly notify the individuals responsible for completing required records. The SOC’s initial report can support the process, but employers must ensure their formal logs and investigations satisfy applicable requirements.

BSIS incident reporting. California’s Bureau of Security and Investigative Services requires Private Patrol Operators and security officers to report certain on-duty incidents involving physical altercations, firearm discharges or use, or deadly weapons within seven business days.

A SOC can help by flagging potentially reportable incidents and directing them immediately to the designated person responsible for evaluating and submitting the required report.

The reporting deadline begins with the incident, not when someone in the office discovers it.

In each of these examples, the value of a SOC comes from consistency: information is documented, the appropriate personnel are notified, and operational issues are less likely to disappear into individual phone calls or text messages.

Where to start

You don’t necessarily need new software, more personnel, or an entirely different operations center to get more value from your SOC.

Start by evaluating how your current system is being used.

Are officers consistently contacting the SOC first? Are routine operational issues being resolved without unnecessary management involvement? Are managers receiving useful information, or simply a record of calls answered? Is your SOC identifying potential issues proactively, or only responding after someone reports a problem?

The answers will tell you whether your SOC is functioning as a communications center or as a true extension of your operations team.

At Guardian Alliance SOC, we approach these questions from the perspective of security company operators. Built by owners who understand the challenges of managing officers, clients, and around-the-clock operations, our focus is on helping security providers establish dependable communication, consistent oversight, and stronger operational accountability.

Whether you operate an internal SOC or partner with an outside provider, the principle remains the same:

Your SOC should do more than answer the phone. It should help you run a better security operation.

Learn more about Guardian Alliance SOC at guardian-soc.com.

Ashlee Cervantes Thomas, MBA, is CEO of Guardian Protection Force, Inc., a California-based private security company established in 2010, and Co-Founder and CEO of Guardian Alliance SOC. With more than 15 years of experience in private security operations, she brings an operator’s perspective to modernizing security communications, incident response, and operational oversight. She holds an MBA from the University of California, Davis, and proudly serves as Vice President of CALSAGA.

 

 

Sources

  • Trackforce, 2025 Physical Security Operations Benchmark Report, Business Wire, October 2025.
  • California Supreme Court, Augustus v. ABM Security Services, Inc., December 22, 2016.
  • California Division of Occupational Safety and Health (Cal/OSHA), Workplace Violence Prevention for General Industry.
  • California Bureau of Security and Investigative Services (BSIS), Submitting Incident Reports and Notice of Violent Acts.
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Aley Moyer

THE CALIFORNIAN 2026 Q2 – UNLOCKING HIDDEN PROFIT: WHY SECURITY GUARD COMPANIES SHOULD LEVERAGE THE WORK OPPORTUNITY TAX CREDIT (WOTC)

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Unlocking Hidden Profit: Why Security Guard Companies Should Leverage the Work Opportunity Tax Credit (WOTC)

Marcel Abandonato, MJA & Associates, CALSAGA Associate Member

In today’s security industry, margins are tighter, labor costs are rising, and competition is more intense than ever. Security guard companies are constantly hiring—and that creates a powerful, often overlooked opportunity to significantly increase profitability through the Work Opportunity Tax Credit (WOTC).

For many CALSAGA members, WOTC isn’t just a tax credit—it’s a strategic advantage that can directly improve bottom-line performance.

What is WOTC—and Why It Matters to Security Companies

The Work Opportunity Tax Credit is a federal incentive designed to reward employers who hire individuals from certain targeted groups, including veterans, individuals receiving government assistance, and those facing barriers to employment.

For security companies that hire at scale, this is especially relevant.

  • Credits typically range from $2,400 up to $9,600 per eligible employee
  • There is no limit on the number of employees you can claim
  • Credits can be carried forward up to 20 years if unused

With high hiring volume, even moderate participation can generate tens—or hundreds—of thousands of dollars annually.

The Direct Impact on Profitability

WOTC is one of the few programs that provides dollar-for-dollar reductions in federal tax liability, immediately improving cash flow and margins.

Consider this:

  • A company hiring 50 employees annually with just 15 qualifying hires could generate $36,000+ in tax savings per year
  • Many industries see ~20% of new hires qualify for WOTC
  • Credits can reach up to 40% of first-year wages for eligible employees

For security guard firms with constant recruiting needs, this translates into:

  • Lower cost per hire
  • Increased operating margins
  • Additional capital to reinvest in growth

In some cases, companies have seen profitability increase significantly simply by capturing credits they were already eligible for.

Seamless Integration: Making WOTC Effortless

The key to unlocking WOTC at scale is automation and integration. Modern WOTC solutions can:

  • Embed screening directly into your onboarding workflow
  • Integrate with staffing and HR platforms
  • Automate form completion and submission
  • Track certifications and maximize eligible credits
  • Provide real-time reporting on financial impact

When implemented correctly, WOTC becomes a “set-it-and-forget-it” profit center, not an administrative burden.

Why Security Companies Are Uniquely Positioned

Security guard firms are one of the best industries to benefit from WOTC because they:

  • Hire continuously
  • Employ large hourly workforces
  • Experience natural eligibility across applicant pools
  • Operate on margins where every dollar matters

WOTC aligns perfectly with the high-volume hiring model of the security industry—making it one of the most impactful credits available.

Call to Action: Turn Hiring Into Profit

If your company is hiring—and most security firms are—you are likely already eligible for significant WOTC credits.

The question is: Are you capturing them?

MJA & Associates, Inc. specializes in helping security and staffing companies:

  • Maximize WOTC credits
  • Integrate seamlessly into existing onboarding systems
  • Eliminate administrative burden
  • Provide full compliance and audit support
  • Deliver clear reporting on ROI and profitability impact

Don’t leave money on the table.

Contact MJA & Associates today to learn how your organization can turn hiring into a profit center and immediately boost your bottom line.

Contact Marcel Abandonato at 951.272.8294 or [email protected].

Marcel Abandonato is the President and CEO of MJA & Associates, Inc., a leading provider of Work Opportunity Tax Credit (WOTC) consulting and compliance services. For more than two decades, Marcel has worked with businesses across the country to unlock millions of dollars in federal tax credits by implementing compliant, efficient, and scalable WOTC programs.

Marcel is widely regarded as a subject-matter expert on WOTC legislation, program renewals, and best practices—particularly for security firms,staffing firms, multi-state employers, and organizations with high-volume hiring. Under his leadership, MJA & Associates partners with leading HR and staffing technology platforms to modernize WOTC screening and processing, helping employers improve participation rates and maximize return on investment.

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Aley Moyer

THE CALIFORNIAN 2026 Q2 – SOC SPOTLIGHT: SCALING SECURITY OPERATIONS THE RIGHT WAY

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SOC Spotlight Scaling Security Operations the Right Way

Ashlee Cervantes-Thomas, Guardian Secure Solutions LLC, CALSAGA Associate Member

As organizations grow, so do the demands placed on their security operations. What starts as a manageable flow of calls, reports, and coordination can quickly evolve into a 24/7 operational challenge.

This is where a Security Operations Center (SOC) becomes a critical asset.

A Security Operations Center is a centralized team of trained professionals responsible for managing security communications, coordinating responses, and maintaining operational visibility at all times. In many ways, the SOC functions as the heartbeat of an organization’s security mission. Ensuring consistency, accountability, and rapid response when it matters most.

Some companies choose to manage operations internally through an in-house Dispatch Center, while others partner with a shared SOC to support their growth. Understanding the difference and knowing when to transition is key to long-term success.

If you’re looking to build or revamp your In-House Dispatch Center in 2026, consider these 5 things:Before building your own dispatch operation, it’s important to look beyond the surface. These five areas often determine whether an internal model is sustainable or whether a shared SOC is the smarter option.

  1. Communication Demand

The volume and frequency of incoming calls, service requests, and incident reports vary widely by organization size and activity level. What works for a small operation receiving occasional calls may quickly break down as call volume increases. Growth almost always brings complexity.

  1. Workforce Capacity

Many organizations rely on supervisors, managers, or field staff to manage dispatch duties early on. While this may work temporarily, it often leads to fatigue and divided attention. Dispatching requires focused, specialized skills and adding it to already demanding roles can reduce effectiveness across the board.

  1. Operational Tools & Technology

Professional dispatching relies on more than just a phone. Reliable hardware, software, radios, monitoring screens, and redundancy systems all play a critical role in maintaining smooth operations. Expecting staff to rely on personal devices or minimal tools can create gaps in reliability and accountability.

  1. Call & Client Profile

Knowing who is contacting your organization and why is essential. Are calls primarily client-driven, service related, or internal? Understanding these patterns helps determine staffing needs, training requirements, and whether your current setup can keep up with demand.

  1. Financial Sustainability

Running a dispatch center 24/7 adds up quickly. Staffing alone can approach $200,000 annually at base wage rates, before factoring in benefits, training, equipment, supervision, and system costs. For many organizations, this level of investment is difficult to justify long-term and often considered an overhead-direct cost as it is typically not billable hours.

When Growth Becomes a Strain

In the early stages of a company, leadership often fills operational gaps. Answering calls after hours, coordinating responses, and managing incidents personally. While this dedication fuels early success, it isn’t sustainable.

As activity increases, these responsibilities can lead to burnout, delayed responses, and operational blind spots. A growing organization needs systems not just effort to support its momentum.

Conversely if in 2026 you are considering out sourcing dispatch, here are some considerations:

A Security Operations Center brings structure, consistency, and scalability to security operations. Unlike a single company dispatch center, an SOC integrates dispatching with incident tracking, escalation management, reporting, and quality control across multiple organizations.

Because SOCs can operate in shared environments, clients benefit from:

  • Reduced operational overhead
  • Trained, dedicated dispatch professionals
  • Standardized processes and documentation
  • Improved response times and reliability

What may appear to be an added cost often becomes a value multiplier freeing internal teams to focus on leadership, strategy, and growth rather than round the clock operations.

Looking Ahead

A shared Security Operations Center shouldn’t just be a support function, it should be a strategic partner in operational success. By centralizing communications and response management, SOCs help organizations operate smarter, scale faster, and maintain a higher standard of service.

To learn more about our Security Operations Center and how we support our clients, visit guardiansecuresolutions.com.

Ashlee Cervantes Thomas is a seasoned security executive who is passionate about all things related to Security Solutions, Physical Risk Mitigation and Management. Ashlee holds her Masters in Business Administration from University of California, Davis. In her 15+ year career she has overseen hundreds of security professionals who specialize in Armed Security and Executive Protection. Ashlee is based in Northern California where she serves as the Chief Executive Officer of Guardian Protection Force Inc., as well as the Founder of Guardian Secure Solutions LLC – a full service technology centered Security Operations Center (SOC). Ashlee has built a legacy established by prioritizing core values each day to deliver the highest caliber security service to our communities and customers.

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Aley Moyer

THE CALIFORNIAN 2026 Q1 – IMPROVE SHIFT MANAGEMENT OPERATIONS WITH A UNIFIED APPROACH

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Improve Shift Management Operations with a Unified Approach

Gurmit Dhaliwal, Celayix, CALSAGA Associate Member

Security operations are becoming more complex, but the systems used to manage them haven’t kept pace.

Hiring, shift scheduling, time tracking, payroll, and billing are often handled in disconnected tools. Even so-called “all-in-one” platforms struggle to meet the needs of sophisticated security organizations, where requirements evolve constantly, and operational precision is non-negotiable.

Legacy software and broken workflows lead to miscommunication, staffing gaps, compliance risk, and lost revenue. As complexity increases, these failures become harder and more expensive to manage.

When Communication Breaks Down, Operations Suffer

For security operations to run smoothly, accurate data and timely communication must flow across every system.

New guards must be onboarded correctly and made available for shifts without delay. Scheduling must account for qualifications, availability, and location requirements to ensure the right guard is deployed at the right time. Shifts must be communicated clearly and accepted quickly, with transparency that reinforces fairness and trust.

When communication fails, the impact is immediate: no-shows, frustrated employees, higher turnover, and missed revenue. Inaccurate or delayed time and attendance data creates downstream payroll and billing issues, leading to reconciliation headaches, payment disputes, and compliance risks.

Small data failures quickly become operational chaos.

Why All-in-One Software Falls Short

Every function within a security operation has unique requirements.

HR teams need flexible hiring workflows. Schedulers need real-time visibility and intelligent tools to deploy the best available guard across multiple job sites. Finance teams require precise, compliant data flow between time tracking, payroll, and billing.

All-in-one systems promise simplicity but sacrifice depth. They are built for the average use case, not the operational realities of complex, growing security organizations. As a result, businesses outgrow them quickly—or never fully realize their potential.

Sophisticated operations require flexibility, specialization, and control.

The Power—and Challenge—of Best-of-Breed Solutions

Best-of-breed platforms excel by focusing deeply on a single domain. They deliver advanced functionality, industry expertise, and continuous innovation that generic systems can’t match.

The challenge has always been integration. Connecting specialized systems traditionally required custom development, ongoing maintenance, and internal technical resources that many organizations don’t have.

As a result, many security firms settle for suboptimal systems—not because they want to, but because integration felt too complex.

The Evolution to a Unified, Integrated Approach

That trade-off no longer exists.

Modern APIs and native, pre-built integrations now enable specialized platforms to work together as a cohesive system. Instead of stitching tools together manually, forward-thinking vendors are partnering to deliver seamless, production-ready integrations out of the box.

This unified approach allows each system to operate at its full strength while data flows automatically across the organization, from hiring to scheduling to payroll and billing.

The result:

  • Fewer errors and less manual work
  • Faster, more reliable staffing decisions
  • Better employee communication and engagement
  • Improved billable utilization and lower administrative costs
  • Built-in compliance that adapts as requirements change

Better data flow enables smarter automation and clearer analytics, providing visibility into true shift costs and operational efficiency. Organizations gain the agility to adapt quickly, whether responding to client demands, workforce changes, or growth opportunities.

A Unified Workforce Without Compromise

Native, intelligent integrations create a unified workforce management ecosystem without sacrificing flexibility or control. Security organizations can mix and match best-of-breed tools while operating as a single, cohesive system.

The outcome is clear: fewer bottlenecks, less chaos, and a foundation built for scale.

As one Project Manager at Cerberus Security Group put it:

“The proof is in the pudding. Celayix and isolved have solved a lot of things overnight. The training was really amazing. It’s sophisticated software, but not complicated at all from a user standpoint.”

For security organizations ready to move beyond fragmented systems and outdated workflows, a unified approach delivers what all-in-one solutions never could: clarity, control, and confidence at scale.

For a real-world example, see the recent announcement on Celayix and isolved partnering to deliver unified workforce management for the security industry.

Gurmit Dhaliwal is the CEO of Celayix, which delivers shift management for workforce operations and helps ensure every shift is covered. His 25 years of experience in employee scheduling and time-and-attendance software help improve shift management for the security guard industry. He understands the complex requirements of the industry, such as compliance with California State Laws and integrating best-of-breed tools to simplify workflows and accelerate operations.

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Aley Moyer

THE CALIFORNIAN 2026 Q1 – WOTC LEGISLATIVE UPDATE: WHAT PENDING CHANGES COULD MEAN FOR EMPLOYERS IN 2026

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WOTC Legislative Update: What Pending Changes Could Mean for Employers in 2026

Marcel Abandonato, MJA & Associates, CALSAGA Associate Member

As Congress continues discussions around federal workforce and tax policy, the Work Opportunity Tax Credit (WOTC) is once again in focus. Proposed legislation aimed at enhancing and modernizing the program could reshape how employers calculate credits, qualify new hires, and capture savings.

For businesses that rely on hiring incentives to control labor costs, the outcome of this legislation could have a meaningful financial impact.

Now is the time to understand what’s changing — and how to prepare.

Why WOTC Still Matters

For over 25 years, the Work Opportunity Tax Credit has helped employers reduce federal tax liability while expanding opportunities for individuals facing barriers to employment.

Employers may earn credits of up to $2,400–$9,600 per eligible hire, depending on the target group and hours worked.

Common qualifying groups include:

  • Veterans
  • SNAP recipients
  • Long-term unemployed individuals
  • Ex-felons
  • SSI recipients
  • Youth employees in designated areas

For many organizations — especially those in security, staffing, retail, hospitality, manufacturing, and healthcare — WOTC represents six- and seven-figure annual tax savings.

What’s Being Proposed in Congress

While final language is still being negotiated, current proposals suggest several enhancements to strengthen and extend the program:

Expanded eligibility
Additional target groups may be added, allowing more new hires to qualify.

Updated credit structure
Discussions include adjusting wage caps and credit percentages to better reward long-term employment.

Program modernization
Streamlined documentation and certification processes could reduce administrative burdens and improve processing timelines.

Long-term stability
Lawmakers are signaling support for making WOTC a more predictable, long-term workforce incentive rather than a short-term extension.

If enacted, these updates could increase available credits while simplifying compliance — a win for both employers and job seekers.

What Employers Should Do Now

Even before legislation is finalized, proactive businesses can position themselves to maximize savings:

– Review your current WOTC capture rate

Are you screening 100% of new hires? Many companies miss 20–40% of eligible credits due to process gaps.

– Strengthen onboarding workflows

Ensure applications, prescreens, and documentation are completed accurately and on time.

– Align recruiting with incentives

Expanded eligibility may open opportunities to target new workforce segments strategically.

– Prepare for quick implementation

When changes pass, early adopters typically benefit most.

The Opportunity Ahead

Whether the legislation expands credits, simplifies processes, or both, one thing is clear:
WOTC remains one of the most valuable and underutilized tax incentives available to employers.

Organizations that stay informed and optimize their programs stand to gain a significant competitive advantage.

Ready to Maximize Your WOTC Savings?

If you’re unsure whether your current process is capturing every available dollar — or want guidance on how upcoming legislation could affect your business — now is the perfect time for a review.

MJA & Associates has helped employers for over 20 years reduce tax liability through WOTC and other employment-based incentives.

We can help you:

  • Evaluate your current WOTC performance
  • Identify missed credits
  • Improve compliance and documentation
  • Prepare for upcoming legislative changes
  • Automate and streamline your process

Contact us today for a complimentary WOTC program review or consultation.

For more information or to learn more about WOTC please contact

Marcel Abandonato at [email protected] or call 951.272.8294.

Marcel Abandonato is the President and CEO of MJA & Associates, Inc., a leading provider of Work Opportunity Tax Credit (WOTC) consulting and compliance services. For more than two decades, Marcel has worked with businesses across the country to unlock millions of dollars in federal tax credits by implementing compliant, efficient, and scalable WOTC programs.

Marcel is widely regarded as a subject-matter expert on WOTC legislation, program renewals, and best practices—particularly for security firms,staffing firms, multi-state employers, and organizations with high-volume hiring. Under his leadership, MJA & Associates partners with leading HR and staffing technology platforms to modernize WOTC screening and processing, helping employers improve participation rates and maximize return on investment.

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Aley Moyer

THE CALIFORNIAN 2026 Q1 -THE MORE THINGS CHANGE, THE MORE THEY STAY THE SAME

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The More Things Change, the More They Stay the Same

Shaun Kelly, The Liberty Company , CALSAGA Preferred Broker

We are excited to announce that our team has changed to a new insurance brokerage firm, the Liberty Company Insurance Brokerage, LLC. As this is a name change for us, we want you to know that our team remains the same. We will continue to provide the same support to CALSAGA and all the Members.

The Liberty Company Insurance Brokerage, LLC operates in all 50 states with over 80 offices nationwide and growing. We are an independently owned full-service insurance broker that handles commercial, personal and employee benefits insurance needs of businesses, non-profits, and individuals for over 30 years. We are establishing a Liberty Security Program Group, in efforts to further support the Security Industry in California and other states.

Our goal is to continue providing Members with Risk Management and Safety resources to reduce claim frequency and severity.  Any broker can go out and get insurance quotes; it is the service after the quotes that really matters. Liberty Company brings additional resources that will assist in creating positive results that reduce costs, improve efficiency and decision making.

There will be more information to come in future articles.

Thank you and look forward to seeing everyone.

Shaun Kelly began his insurance career is 1992 after graduating from California State University, Fresno with a BS in Business Administration with a major in Finance. In searching for a specific industry to specialize in, he recognized that the Security Industry was growing and expected to maintain significant growth for years to come. Since 1992, he has specialized in the security industry and has experienced the changes over the years. He is the Preferred Broker for CALSAGA, California Association of Licensed Security Agencies, Guards & Associates. He is a Partner at Liberty Company Insurance Brokers, LLC. He is proud to serve his clients and the security industry.

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Aley Moyer

The Californian 2025 Q4 – 2025 Annual Conference Recap

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2025 Annual Conference Recap

What an incredible event! Thank you to everyone who joined us at Agua Caliente Resort and Casino for this year’s CALSAGA Annual Conference. Over three action-packed days, private security leaders, training professionals, and industry partners came together to learn and connect across California’s security industry.

Check out photos from the Annual Conference

The 2025 Annual Conference began Tuesday afternoon with lunch provided by Code 4 Private Security. With bellies full, we kicked off the conference with Anne Laguzza of our Network Partner, The Works Consulting, and CALSAGA Vice President Gary Bradley presenting real-life HR situations faced by California security companies, highlighting what went wrong and the compliance risks involved. Senator Laura Richardson dropped in to talk about her sponsorship of SB652 and her continued commitment to supporting the private security industry.

The BSIS Compliance Bootcamp with CALSAGA President David Chandler wrapped up the day’s sessions with part one of the two-part series. Conference attendees then mingled in our packed vendor hall before joining the CALSAGA Ambassador Committee for Coffee Chat Live, sponsored by Guardian Secure Solutions. This year’s Coffee Chat allowed attendees to network in roundtable discussions on topics including Women in Security, Social Media, and Operations.

Our evening concluded with the President’s Reception, sponsored by Conference Presenting Sponsor Assured Partners. Due to rain concerns on day one, the poolside reception was moved indoors to The Show. The always-enjoyable mariachi band performed to a full room of attendees enjoying a delicious fajita station. Day one ended on a sweet note as guests gathered around the ice cream cart, creating their ultimate sundae masterpieces with a buffet of toppings.

Day two started with a breakfast buffet sponsored by Network Partner The Works Consulting and time for attendees to visit our exhibitor hall. Conference sessions began with the State of the Association address from CALSAGA President David Chandler, followed by part one of the Legal Update presented by Barry Bradley, Jaimee Wellerstein, and Michael Bruskin of Bradley, Gmelich & Wellerstein. Barry, Jaimee, and Michael advised on new statutes, employment law cases, and legislation affecting PPOs, PSEs, and private security training facilities.

After the lunch buffet, sponsored by Allied Universal Services, CALSAGA Vice Presidents Gary Bradley and Ashlee Cervantes-Thomas presented the Annual Officer Awards, including Valor, Life Saving, and Security Officer of the Year. Thank you to our Officer Awards sponsor, Belfry.

Sessions continued with CALSAGA Lobbyist Kelly Jensen providing a brief legislative update. In a newly introduced presentation, FBI Special Agent Amir Ehsaei discussed how federal and local agencies are collaborating to prepare for the security demands of major upcoming events across California. Barry, Jaimee, and Michael returned to wrap up the second part of their Legal Update briefing.

The day’s informational sessions concluded with part two of the BSIS Bootcamp, led by CALSAGA President David Chandler. Attendees were able to network and visit vendor booths during Wednesday Happy Hour, sponsored by Trackforce.

The final day of the 2025 CALSAGA Annual Conference began with Shaun Kelly of Assured Partners, CALSAGA’s Preferred Broker, presenting an insurance update for 2026. We welcomed back our speakers from the week for the new Last Chance Q&A Panel, allowing attendees to ask questions they may have missed earlier and dive deeper into topics discussed.

Lastly, we welcomed back BSIS Chief Lynne Jensen and Assistant Deputy Chief Sam Stodolski for an engaging conversation with attendees. We greatly appreciate the Bureau’s ongoing partnership and their continued participation in our Annual Conference.

We extend our sincere appreciation to our sponsors and vendors, whose contributions play a vital role in making the conference a success!

Thank you to our sponsors: Allied Universal Services; American Global Security; Assured Partners; Belfry; Bradley, Gmelich and Wellerstein; Brownyard Maclean Specialty Insurance Services; Chandler Security Consulting Inc.; Code 4 Private Security; El Dorado Insurance Agency; GardaWorld; Guardian Secure Solutions; HALOS; HearClear; HUB; MJA & Associates; Moody Insurance Agency; Officer Apps; PlixAI; Pre-Banc Business Credit, Inc.; Security Pro Advisors; StaffWizard; Symbol Arts; Team Software by Workwave; The Works Consulting; and Trackforce.

We greatly appreciate everyone who shared their feedback through our Annual Conference survey! Your input plays a key role in helping us create events that are engaging, relevant, and valuable for all attendees. We look forward to welcoming both new and returning attendees next year—stay tuned, as the dates and location will be announced soon.

 

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – THE KEY SKILLS AND TRAITS OF A SUCCESSFUL DISPATCHER

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THE KEY SKILLS AND TRAITS OF A SUCCESSFUL DISPATCHER

Helena Sparkes, Guardian Secure Solutions LLC, CALSAGA Associate Member

To the untrained eye, a dispatcher may seem like someone who just answers phones. But in the world of private security, a dispatcher can be the difference between chaos and control, between a situation escalating or being swiftly resolved. The role demands a dynamic set of skills that truly empower this critical position. A successful dispatcher serves as a lifeline for the security officers they support. A highly capable dispatcher understands that the status of any incident can change within minutes, sometimes even seconds.

So, what sets the top echelon of dispatchers apart from the rest? Here at Guardian Secure Solutions (GSS), we’ve identified the critical skills required for the role. Training must align with the ability to multi-task effectively, communicate clearly, and solve problems under pressure.

The essential critical skills we’ve narrowed it down to are as follows; (1) Communication, (2) Tactical Problem Solving, (3) Effective Multi-tasking, (4) Customer Service, (5) Dynamic Team Work.

Communication: Effective dispatching is effective communication. By that standard, communication is the job. There are various ways humans communicate with each other, verbal, visual and written. Typically Dispatchers will not be in the physical presence of those they are communicating with, thus relying on strong oral and written communication skills. The best dispatchers understand their first priority is to listen effectively to the reporting person with the goal of gaining the most information with the least amount of questions. From there the objective is to effectively relay pertinent information to the Security Officer in a simple but informative manner. When communicating with a Security Officer or reporting person it is important to be direct and concise. Most calls involve active, time-sensitive incidents. A dispatcher’s tone, pacing, and clarity can influence how the officer perceives the urgency of the situation. That’s why staying calm, focused, and direct isn’t just helpful, it’s critical.

Tactical Problem Solving: The second critical skill effective Dispatchers must possess is Problem Solving. Problem solving is essential in many roles within the physical security industry—but for dispatchers, it’s a skill that must be applied in real time, often with limited information and under pressure. That’s what makes it uniquely critical in this position. As a Dispatcher this may look like making quick and calculated decisions for the officer(s) safety, time management and urgency. Whether it’s determining the best course of action during a developing incident, reallocating resources during shift gaps, or managing simultaneous service calls, dispatchers must think critically and act decisively.

Effective Multi-Tasking: The third skill required for effective dispatching is multi-tasking. The term “multi-tasking” often gets dismissed in business circles, with many claiming that doing multiple things at once is a myth. In most cases, we would agree that they are correct, but dispatching is the exception. Truthfully, prior to observing the magic that happens in the Security Operations Center at Guardian Secure Solutions, I might be inclined to believe such experts or leaders. Perhaps another way to describe this phenomenon is to describe “prioritization under pressure”. This may involve answering multiple calls, checking officer statuses, coordinating responses, logging incidents, and communicating updates, all in real time. The best dispatchers don’t panic under pressure. They rely on structured thinking, time management, and an ability to triage priorities with confidence. At GSS, we see this skill as foundational to performance. Effective dispatching requires more than hustle, it demands focused control in fast-moving situations.

Customer Service: The next critical skill for all dispatchers is customer service. In many ways, dispatchers are the front line of a security operation. Whether interacting with clients, security officers, or members of the public, the dispatcher’s demeanor sets the tone for the entire organization. That’s why professional customer service isn’t a bonus skill, it’s a foundational one. Every interaction is an opportunity to reinforce trust, demonstrate competence, and represent the values of the company. Dispatchers must be calm, respectful, and solution-focused, even when dealing with stress, frustration, or unclear information. Clients often reach out to dispatch first, especially during urgent situations, and how that first point of contact is handled can impact the client’s overall confidence in the security service. Consistency, courtesy, and professionalism in every interaction aren’t just good habits, they’re business-critical.

Dynamic Team Work: The fifth and final critical skill required is dynamic team work. We are intentional with the use of the word “dynamic”. Dispatch is not a solo act.  Working well with others aligns with communication. When you can work as a team when relaying information that is clear and straight to the point, it helps each party understand the situation and remain on the same page for the next steps.  Dynamic teamwork also means stepping up when others need help, anticipating the needs of the team, and keeping communication flowing under pressure. A dispatcher who can collaborate well doesn’t just improve the response, they elevate the entire operation.

The five critical skills outlined above form the foundation of effective dispatch operations. When dispatchers consistently demonstrate clear communication, tactical problem-solving, focused multitasking, professional customer service, and dynamic teamwork, they become a vital link between the public, security officers, and emergency services. Their ability to maintain order, ensure safety, and enable rapid response plays a key role in protecting people, property, and peace of mind. Whether your security organization is operating their own in-house dispatch center or outsourcing, these skills are a non-negotiable foundation for your team.

If you’re struggling to ensure your dispatch team has these critical skills, Guardian Secure Solutions offers a shared Security Operations Center (SOC) model, staffed 24/7 with trained dispatchers who meet the highest standards of service. By leveraging this model, companies can improve operational efficiency, ensure consistent coverage, and reduce costs, all without compromising on quality. For CALSAGA members seeking to strengthen their dispatch operations, Guardian Secure Solutions stands ready to support and enhance your security mission.

In closing, the critical skills identified here make up the core qualities that ensure Dispatchers can maintain order, safety and rapid response. By embodying these essential traits, Security Dispatchers serve as a vital link between the Public, Security Officers and Emergency Services.

Helena Sparkes is an experienced security operations leader. With a background in dispatch, physical security and call center management, Helena brings a strategic approach to operational efficiency and client success. As Chief of Operations at Guardian Secure Solutions, she is committed to delivering scalable, high-quality dispatch services that empower security companies to grow with confidence. Her leadership is rooted in a deep understanding of frontline needs and a passion for innovation in service delivery.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – BEYOND THE BOTTOM LINE: WHY CONTRACT-LEVEL COSTING CHANGES EVERYTHING

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BEYOND THE BOTTOM LINE: WHY CONTRACT-LEVEL COSTING CHANGES EVERYTHING

Gail Tutt, TEAM Software by WorkWave, CALSAGA Network Partner

Running a security company means managing dozens of moving parts—schedules, equipment costs, insurance premiums and client demands. There’s so much to stay busy with, so it may seem like tracking overall profitability is good enough. Revenue minus expenses equals success, right?

This approach works until it doesn’t. When margins start tightening or unexpected costs hit specific contracts, company-wide profitability becomes a rearview mirror—it shows you what happened, not what’s happening right now.

Beyond the Big Picture

Advanced job costing changes the conversation entirely. Instead of wondering why last quarter’s numbers looked different, you can drill down to see which contracts are performing and which ones need attention. This granular visibility matters because the instinct to cut costs across the board often hurts profitable work while leaving problem contracts untouched.

Consider two similar contracts on your books. Both involve the same type of security work, similar hourly rates and comparable client requirements. On paper, they look identical. But job costing might reveal that one generates healthy margins due to efficient scheduling and minimal overtime, while the other loses money every month because of excessive non-billable overtime or poor shift planning.

Without job-level data, both contracts disappear into your overall numbers. With it, you can address the specific issues dragging down performance while protecting what’s working well.

Look at It From the Standpoint of Securing New Contracts

Contract bidding requires balancing competitiveness with profitability. Labor costs vary by location and assignment type. Insurance requirements differ based on client risk profiles. Equipment needs change depending on site specifications. When you’re preparing a proposal, these variables can make or break your margins.

Security companies that understand their actual costs for similar work can price more accurately. They can be aggressive on contracts that match their operational strengths while avoiding deals that would strain resources.

This precision matters in California’s competitive market, where a few percentage points can determine whether you win profitable work or get locked into break-even contracts. Accurate cost data helps inform better bidding decisions.

Adding new contracts typically means adding complexity, but the relationship isn’t predictable. Advanced job costing systems can help companies scale efficiently because they provide real-time visibility into exactly where operational efficiency comes from and where resources are being consumed.

When your costing system tracks not just direct labor but also supervisory time, equipment depreciation, fuel costs by route, administrative overhead allocation and even indirect costs like training and uniforms, patterns emerge that aren’t obvious from financial statements. Some contract types require minimal oversight and generate consistent margins. Others consume disproportionate administrative time and management attention.

The Difference Becomes Even More Pronounced When You Consider Data Accuracy

Manual data entry creates opportunities for errors and delays that undermine job costing precision.

  • Electronic timekeeping systems that feed directly into cost calculations eliminate manual timesheet transcription while ensuring accurate labor cost allocation
  • GPS tracking automatically allocates vehicle costs and fuel expenses to specific jobs
  • Inventory management systems track material usage by contract, providing precise cost allocation for supplies and equipment

This level of operational intelligence allows you to be selective about growth opportunities, focusing on work that fits your cost structure and operational strengths. More data flowing through the system means deeper insights and increased efficiency across your entire operation.

Integration across financial systems creates additional advantages.

  • When job costing connects seamlessly with general ledger, accounts payable and accounts receivable systems, you maintain a single source of truth for all financial data
  • Automated general ledger coding reduces manual classification work, while complete transaction histories support both internal controls and external auditing requirements
  • This integration also streamlines month-end processes, reducing the time required for closing and financial statement preparation

Job costing provides visibility that enables proactive management rather than reactive problem-solving. When you can see exactly what each contract costs, you can spot trends before they become problems. You can identify opportunities to improve efficiency on existing work. You can make strategic decisions about pricing, staffing and growth based on real data rather than assumptions.

Success in this business comes down to making good decisions with good information. Job costing gives you that information, one contract at a time.

Prior to joining TEAM in 2021, Gail spent 35 years in the private sector as a senior level finance and operations manager across multiple industries. Most recently, she served as CFO of a regional security company in San Jose, California. As an end-user of WinTeam for 12 years, Gail’s able to provide invaluable insight and expertise in her role as Business Consultant. Her hobbies include breeding and showing standard wirehair dachshunds, hiking and spending time with her family.

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Aley Moyer

The Californian 2025 Q1 – PUT DATA TO WORK FOR YOUR BUSINESS

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PUT DATA TO WORK FOR YOUR BUSINESS

David Libesman, TEAM Software by WorkWave, CALSAGA Network Partner

Data has become increasingly important in business, as major companies are devoting more time and energy into tracking, finding and understanding how to make informed decisions. With data, businesses have the power to expose inefficiencies, highlight opportunities, shed light on customer trends and improve daily operations.

Companies that use data properly have the power to turn valuable information into hard stats or raw analytics that provide insights that can increase profitability. Though the security industry has its nuances, business owners can take steps to gain an edge over competitors.

Placing value on data

Without careful processing in the correct context, data can appear unorganized at first glance. Data must be organized and interpreted to have tangible value and then communicated effectively to ensure that insights can be obtained even from professionals unfamiliar with raw data to put the information into context.

Data pertaining to service costs, market conditions and labor requirements can offer insights into how much a customer is willing to charge for security services. Activity data related to schedules, service completions and performance can help denote quality workers who may be ready for additional responsibilities. Operational data that focuses on tracking response times, team productivity and measuring assessments can help optimize operations.

Turning data into insights

Because companies have the power to access deep insights and drive significant business value when their data is accessible and integrated, it must be transformed into information. After data is collected and gathered from various sources, it must be reviewed and assessed for accuracy, curated and normalized before it can be utilized as actionable information.

Different data sets need to be integrated from various sources and ensure the view is unified and connections can be made across teams. Then the data can be analyzed with the goal of discovering useful information – this is where patterns and trends can be identified. Finally, the data must be presented in a format that can be easily digested by various employees of different backgrounds, so the information may be put to actionable use.

In its final stage, data can help professionals make informed decisions on how to move forward. Data aids with exposing inefficiencies while revealing opportunities for confident business decisions. If the right actionable insights are taken, a business may be able to use data to achieve scalable business growth without requiring additional support.

Actionable data insights

Data can be used for auditing purposes, to track the quality of services to ensure operations are fully optimized. Businesses can use data to better evaluate whether the services being offered are upheld to the specifications of SLAs. Alternatively, data can highlight possible expenses that can be cut, allowing for a security company to have additional confidence in taking those steps.

Customer behavior can be better understood, as data can highlight consistent actions, which can aid in retaining and encouraging repeat business. Data can be used jointly with customers to help them better understand the guard services provided and how steps are being taken to reach specific standards.

Analyzing and interpreting data can enhance financial performance and boost profitability. For example, reviewing previous client contracts and using that information to prepare for future business can help businesses recognize trends and focus on profitable services.

TEAM Software and data

TEAM Software understands how critical information is to the security sector. To continue supporting security professionals, we’ll soon launch analytics tools with new capabilities to help support business growth. When these tools are ready for use, more information will be available on the teamsoftware.com website.

David Libesman, SVP & GM, AI& Data Analytics Business Unit at WorkWave

David Libesman is a visionary SaaS executive with an entrepreneurial spirit and track record of developing, monetizing and growing data analytics & AI product strategy and business. David is well-versed in driving strong sales through enterprise channels, as well as building, developing and retaining high-performing teams. He aims to bring best of breed AI and analytic capabilities to boost growth and profits for TEAM Software customers through data-driven strategies.

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