Bob Perry, Robert H. Perry & Associates, Incorporated

Private Equity’s large commitment to the U.S. manned guarding space has been very good for owners of privately held companies. The prices and terms have been unprecedented. But with these opportunities come challenges in proving the company has the earnings capacity to justify the investment 

Twenty years ago . . .
the U.S. manned guarding market was a homogeneous one. The bill and pay rates within a given geographic market were basically the same. The primary service offering was standing security officers. Therefore, the only difference between a large guarding company and a smaller one was the amount of revenue and number of employees. The acquisition process was simple: given that most of the sellers had the same gross profit percentage, the buyers could value their targets based on a multiple of gross monthly revenue, or percent of annual revenue, and meet their expected return on the investment. The buyers back then were mostly divisions of public companies, and the due diligence was performed by the buyers’ employees. The due diligence was primarily a process of examining billing invoices, payroll registers and customer contracts, which usually took about two days at the seller’s office. There were hardly any negative surprises after closing.

Ten years ago . . .
the mega-size companies such as Securitas and G4S started anticipating the eventual shortage of labor and responded by providing higher margin electronic security to supplement, and sometimes replace, the traditional manned guarding offering. Eventually, the medium-size, and some of the smaller, companies followed with their own higher margin offerings. But not all the companies had the same mix of manned guarding to electronic security, which resulted in companies with the same revenue level having dissimilar gross and net profits.  Today, it’s estimated that approximately 25% of the total U.S. manned guarding market is coming from companies offering a higher margin offering that not only includes electronic security but also off-duty police, drones, robots, executive protection, cyber security, etc.   And the dissimilar gross profit between companies of equal size resulted in a change from valuing the acquisition targets on a multiple of gross monthly, or a percentage of annual, revenue to valuing the companies on a multiple of gross profits (profit at the site level).

Today . . .
there are 10 large private equity groups invested in the U.S. manned guarding space with combined revenues of over $15 billion – representing over half the total market. And these are the companies that are the most favored buyers when it comes to offering the sellers the best prices and terms. However, with better prices and terms come more challenges in getting the transaction closed. These buyers are not accustomed to buying companies on multiples of gross units; rather they are looking at multiples of earnings before interest, taxes, depreciation, and amortization (EBITDA), or more recently, multiples of free cash flow – usually with generous redundant cost add backs.  These aggressive private equity groups are not leaving the final decision to buy the company up to the executives that run their manned guarding subsidiary. These executives are usually not experienced in buying companies and, even if they are, they usually don’t have the in-house talent to perform a proper due diligence on the target seller. The private equity group owners need to know that the information provided by the seller is reasonably correct before they come up with the multi-million- dollar outlay to buy the company. They want and need a third- party verification of the information the seller provided during the negotiations leading up to the offer. This third party, which is independent of the Private Equity Group’s manned guarding subsidiary, will produce what’s called a “quality of earnings” report that points out the negative and/or positive aspects of the seller’s accounting system. The third party will also examine underlying documents all of which will help the private equity group buyer understand the return it can expect to make off the acquisition.

The third party will usually be a large accounting firm with a special division experienced in producing “quality of earnings” reports.   The third party will be directed by the buyer in what to examine, given the size and importance of the acquisition, so as not to waste time on unimportant aspects.   However, without proper planning from the seller, the review can be very time consuming and disruptive to the regular duties of the personnel assigned to provide the information requested. But more important, the lack of planning can cause the process to slow down, thus losing the all- important momentum necessary for a successful consummation of the sale.

A typical request list will initially include 50 – 75 items with additional requests as the review progresses. There may be a short list for the smaller company with an expanded list for the larger ones.  But in all cases, as mentioned above, proper planning and being engaged in the process is crucial. Engaging a transaction manager (broker), experienced in managing the sale of manned guarding companies and familiar with the various buy side request lists, will add a lot of value to this process and prevent wasted time and money brought about by false starts.

Tips for Surviving the “Quality of Earning” Report

  • Engage an accounting firm to produce a “sell-side quality of earnings” report. This can be produced by a large accounting firm with a “quality of earnings” department or the seller’s outside accounting firm. It should be started well in advance of the sale process so it’s ready for the buyer’s third- party due diligence firm when the time comes for the seller to let the buyer see more detailed information on the company.  It will not replace the need for the buyer to engage its own firm, but greatly expedites the process if the sell-side report is otherwise credible and contains the appropriate information. This sell-side report can be expensive, which is the reason many sellers are reluctant to provide it but, if it saves the deal from losing the all- important momentum, it can be well worth the investment.
  • If a sale side report is not feasible, start accumulating the information internally, well in advance of the time the buyer will produce its own list. A lot of the information needed will appear on the request list of almost all of the third- party firms. Many of the items are not time sensitive, so can be completed early or at least started and updated as the due diligence progresses. Ideally, the information should be stored in the confidential computer data room of the transaction manager that will ultimately be representing the seller in the transaction. Not only does starting on the list early expedite the transaction, but it allows the personnel assigned to accumulate the information to work at a more organized pace and thus does not disrupt the normal work assignments.   It also helps keep the negotiations confidential and eliminates the possibility of the word getting out prematurely that the company is being sold.
  • Make sure the personnel accumulating the information are aware of the timeline and check with them on a frequent basis. If the information is not accumulated in advance of the actual due diligence, as mentioned above, then the slow-down arises when the personnel getting the information is not aware of the importance of expediting their work. They will probably have to be informed about the pending sale with a return promise to keep the work confidential. The personnel are often given bonuses for meeting certain deadlines.

Robert (Bob) Perry is the founder and CEO of Robert H. Perry & Associates, Incorporated.  Prior to forming RHPA, Bob was a partner in a CPA firm where he advised on corporate tax and general accounting matters.  Although RHPA’s primarily focus is on managing the sale of privately held security companies with revenues ranging from $2 million to over $250 million, it has also provided advisory services for large private equity groups in making bids on security companies with revenues exceeding $2 billion.   While most of the engagements have been for security companies headquartered in North America, a few have been for companies headquartered in Europe, South America, The Middle East, Africa, and The Caribbean.



Josh Petro, TEAM Software by WorkWave, CALSAGA Network Partner

Throughout 2023, the job market stayed relatively consistent throughout. Economists reported that the U.S. was at or near full employment, meaning that virtually all the people who were able and willing to work were employed. In fact, the U.S. Bureau of Labor Statistics reported in 2023 that there were approximately one or fewer unemployed persons per job opening.

Researchers attributed part of the lingering shortfall in labor force participation to be primarily driven by people aged 55 and older. That part of the labor force retired early during the pandemic and was less likely to reenter the workforce. However, with 25 to 54-year-olds, the participation rate slightly surpassed pre-pandemic levels.

In short, the current job market is still tight for business owners throughout North America, and in order for businesses to meet their staffing needs in 2024, guarding firms will need to take advantage of actionable opportunities to help improve employee retention and hiring efforts.

Actionable strategies to improve hiring

Employees want to work for a company with a positive reputation and a successful track record for showing that they care about their workers. To help spread positive messaging, hiring and employer branding efforts can showcase that a particular workplace meets the needs of employees and encourages them to take pride in the company.

As the current job market remains tight, investing in branding lets employees stand out from the competition. Additionally, a strong employer brand can foster loyalty amongst current employees, which may boost the number of referrals from employees – a method that can also save valuable dollars on recruitment costs.

Successfully building and promoting an employee brand can start with utilizing a widely trafficked career website, such as Since the majority of job applications come from career sites, potential employees will want to utilize these resources that can provide valuable information about your company. Promote your openings but also use this resource to showcase benefits and workplace culture.

Combining job sites with an applicant tracking system (ATS) can take things a step further to improve hiring and help a company source applicants at high volumes. Using an ATS will also help with transferring job and candidate information. Expect the hiring process to move much quicker since ATS platforms help recruiters post openings and better manage candidates.

With an ATS platform, it’s possible to reach a wider pool of applicants and review work history and qualifications more expediently, while running background checks and screening candidates more efficiently. An ATS can also help discern where exactly hires originate. For example, an employer may want to know how many hires found the Indeed job link online or via the company website, since that provides details pertaining to return on investment and cost per application.

Retaining qualified workers

Security professionals deal with high turnover rates, but it is possible to use modern technology to retain workers. In particular, earned wage access or on-demand pay is an alternative to increasing base pay that lets employers reap retention benefits.

Instead of employees relying on services, such as third-party payday lenders, who can charge high interest rates and create a cycle of debt – employees can request an advance of their pay without disrupting the actual pay cycle.

Business software solutions that provide earned wage access typically handle the calculations and distribute available funds to employees, while the normal payroll cycle of a business continues without any interruptions. In the past, earned wage access has encouraged good electronic timekeeping habits while reducing employee turnover.

In addition to providing a useful benefit to retain employees, security professionals can take steps to ensure that new hires show up for work on their first day. While background checks are being completed before hiring a new employee, it has been reported that a number of employees find other positions during the screening process, which could take weeks.

Business owners can consider implementing pre-boarding strategies to make sure they remain in contact with new hires and keep them engaged. A few examples of pre-boarding strategies may include sending follow-up greeting messages from their new manager to welcome them to their team. Human resource professionals can also engage newly hired workers in the onboarding process by providing answers about benefits and answering common questions.

Applying labor market research

To aid employers in the security industry in understanding employee turnover and low labor participation, our team of industry experts compiled this in-depth analysis of 2023 global trends for cleaning and security companies, providing a forecast for what to expect in 2024.

In this detailed guide titled Data Report: Labor Trends, we highlight opportunities for companies to become employers of choice, shorten their time to hire and implement proven strategies to combat high turnover rates, while outlining how to use labor market data to strategize during a tough economic climate. The content is accessible via the QR code in the TEAM Software ad within this issue, or it can be found on our website at

Josh has been supporting customers for over a decade. After working as a Product Manager for over three years, he moved into a director role at the beginning of 2023, where he has continued to express his passion for crafting products that truly enrich the lives of others.



Stephanie Petersen, TEAM Software by WorkWave, CALSAGA Network Partner

For security professionals searching for ways to better manage guards working in the field, Bluetooth beacons can offer a number of benefits. Beacons are wireless transmitters that communicate with other smart devices through Bluetooth Low Energy (BLE) technology, a power-friendly version of Bluetooth wireless tech.

Bluetooth beacons constantly send out radio signals to nearby smartphones and tablets, and their signals contain a small amount of data. Mobile apps are able to listen to those signals. Once an app hears a relevant signal, it can trigger an action on your phone – pinpointing a location, tracking movements and triggering location-based notifications.

Over the past decade, beacon technology has gained a large amount of traction with major companies incorporating beacons for smartphones, tablets, laptops, medical devices and home entertainment products. Less than a decade ago in 2016, the market for beacon technology was valued at $519.6 million. At this rate, it is expected to reach $56.6 billion in 2026.

Security professionals seeking low-cost solutions offering real-time asset tracking and proof of service to customers can utilize beacons as a reliable choice. When combined with an  integrated workforce management system, Bluetooth beacons can add additional real-time data, insights or analytics that can be accessed and reported on.

Beacon technology and the security industry

Part of the reason the beacons work so well for the security industry is the fact that they offer location-tracking technology. Beacons consistently provide exact details on where a mobile device is located, whether it’s outdoors or indoors, unlike GPS signals that fail to communicate with satellites inside some buildings.

Beacons also require little assembly, maintenance or power requirements. Within a few minutes of installation, they can stay operational for years or at least until a battery needs to be replaced. Although different variations of Bluetooth beacons perform the same location tracking and data transmission-related tasks, their size, shape and price may vary.

Cost varies, but professionals should expect to spend as much as $50 on a reliable Bluetooth beacon. Despite aesthetic variations, beacons generally use coin cell or AA battery types, and battery life will vary depending on different factors, most notably the power source, settings and how often the beacon is used.

Because beacons are compatible with common smartphones, specifically iOS and Android devices, and due to the commonality of Bluetooth technology, there should be built-in features on nearly every smartphone to minimize installation or maintenance concerns.

Lighthouse and Bluetooth beacon software

Once a beacon system is in place, integrations can push the technology forward. For example, TEAM Software by WorkWave offers Lighthouse, which integrates with Bluetooth beacon technology and offers a usable app that ensures guards are properly monitored, while also offering communication features in the event of a high-risk incident.

A security company that was contracted to provide dedicated services to a large golf facility implemented Lighthouse to help record patrols, manage tasks, report issues, complete inspections and communicate with managers.

After setting up a network of 24 beacons throughout the golf course and club, they achieved better visibility throughout the facility, greater compliance with security patrols and were able to respond faster to security issues. They also eliminated paper-based data capture and moved to centralized reporting.

Lighthouse helps managers ensure that workers are performing their duties. But it also aids in providing ongoing reports, which could help document risk management compliance, defend against claims and expose areas where efficiencies can be gained.

To continue learning about Lighthouse and the uses of beacon technology, take advantage of the following eBook: The Beginner’s Guide to Beacons. This guide was designed to share valuable information on beacon technology and depict how beacons can offer real benefits to a business. Case studies are included in this eBook to offer details on how specific security companies better managed their workforce and reduced operation costs.

Learn more

Stephanie is a passionate product manager with a demonstrated history of working in various roles in the software industry, who loves building and using products that add significant value to people’s day-to-day lives and businesses.


Shaun Kelly, Tolman & Wiker, CALSAGA Preferred Broker

Happy New Year and hope the year is starting off well for everyone!

With each new year come changes, some not so good and some not so bad. For good news, some reporting requirements for COVID-19 positive tests have been removed. Here is a “Policyholder email” from the State Fund explaining the changes that take effect January 1, 2024:

The new changes apply to all insurance carriers and employers, not just the State Fund clients.

COVID-19 injuries can still be reported, however they are to be managed just like any other industrial injury. Just like with any industrial injury, a thorough and complete claim investigation into the events leading up to the injury will assist in determining whether a claim is work-related.

We wanted to start off with some good news and we wish everyone a great year in 2024!

Take care.

Shaun Kelly joined Tolman & Wiker Insurance Services in 2005.  He specializes in all lines of property and casualty insurance for industries including contract security firms, agriculture, construction, oil and gas. Shaun received a BS in Business Administration with a major in Finance from California State University in Fresno, California. He is an active member of several industry associations, including the Association CALSAGA, the Kern County Builders Exchange and the Independent Insurance Agents of Kern County. Shaun can be reached at 661-616-4700 or


Jeff DiDomenico, VP Business Development & Strategy, Trackforce Valiant + TrackTik

To hire and retain high-quality talent, it’s essential that guards are paid fairly based on their responsibilities, skills, and hours worked. Employers may seek to pay different wage rates for different job duties performed by employees during the same workweek. For example, employers might want to pay armed security guards a higher rate than unarmed security guards or pay one rate for guarding time and a lower rate for training or travel time.

While state and federal wage and hour laws permit employers to pay employees at more than one hourly rate for different kinds of work, employers must ensure that employees are properly compensated or face serious legal repercussions. Adding overtime to the mix only increases the potential for compliance headaches. For example, federal law prohibits any compensation plan that artificially deflates an employee’s regular hourly rate or evades overtime requirements.

Many states also have strict rules for calculating pay rates, and an acceptable method of calculation in one state may not work in another state. Plus, employers must comply with both federal and state law and must pay employees according to whichever law is more favorable (i.e., generous) to the employee. Consider California as an example, where employers must pay the California minimum wage of $16.00 per hour, because it is more generous than the federal rate of $7.25 per hour.

When an employee performs two or more different types of work in a single workweek and receives different base rates of pay, the regular rate for that week is calculated according to one of two methods: the weighted average or the rate-in-effect.

How are these methods calculated and what strategies can employers use to reduce state and federal compliance risks? Download a copy of our guide: Calculating Multiple Pay Rates for Security Guards to find out.


In 2000, Jeff joined Trackforce Valiant + TrackTik as a partner and took on the role of VP of Sales & Marketing. Before this, he successfully owned a computer supply company, which he later sold to OfficeMax. Throughout his tenure with Trackforce Valiant + TrackTik, Jeff has been dedicated to establishing the company as North America’s foremost provider of security management software.

In addition, Jeff has played a pivotal role in advancing the Valiant Partner Marketplace, the Security Executive Roadshow, and various client events. He is a frequent speaker at various security associations and is recognized as a leading figure and content curator in the security industry.

Moreover, Jeff also serves as the host and co-content creator of Thinkcurity, a dynamic platform revolutionizing education in the physical security industry. Through engaging content and profound thought leadership, Thinkcurity empowers individuals in all aspects of running a thriving security operation.

California Expands Mandatory Paid Sick Leave

On October 4, 2023, Governor Newsom signed Senate Bill (SB) 616 authorizing the expansion of California’s Paid Sick Leave law, the Healthy Workers Healthy Families Act of 2014. The new bill includes notable expansions to the amount of protected, paid sick time that must be provided to employees in California, as well as the amount of accrued time they are able to roll over from one year to the next. The new requirements take effect on January 1, 2024.


In 2014, California enacted the Healthy Workplaces, Healthy Families Act of 2014 (“HWHFA”), providing California employees with mandatory paid sick leave. The HWHFA became effective on July 1, 2015.
Under the existing law, eligible employees accrue paid sick days at the rate of one hour per every 30 hours worked, beginning at the commencement of employment. The HWHFA applies to full-time, part-time, and temporary workers who work for the same employer for at least 30 days within a year in California and complete a 90-day employment period before taking any paid sick leave. Upon the oral or written request of an employee, an employer must provide paid sick days for the following purposes:

  1. Diagnosis, care, or treatment of an existing health condition of, or preventive care for, an employee or an employee’s family member; and
  2. For an employee who is a victim of domestic violence, sexual assault, or stalking.

The HWHFA defines “family member” to include the following:

  • A child, meaning a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis regardless of age or dependency status;
  • A parent, meaning a biological, adoptive or foster parent, stepparent or legal guardian of an employee or a person who stood in loco parentis when the employee was a minor child;
  • The employee’s spouse or registered domestic partner;
  • A grandparent;
  • A grandchild;
  • A sibling;
  • And a designated person, meaning a person identified by the employee at the time the employee requests paid sick days.

An employer may limit an employee to one designated person per 12-month period for paid sick days.

Although these basics remain the same under SB 616, the new law amends various provisions of HWHFA, requiring employers to revise their California paid sick leave policies to ensure compliance.

Accrual and Carryover

Under California law, accrued paid sick days must carry over to the following year and use-it-or-lose-it policies are prohibited. However, California employers may set a threshold accrual cap. Once an employee accumulates an amount of paid sick time that equals the cap amount, they stop accruing. Once an employee uses the sick time and their banked time falls below the cap, they immediately commence accruing leave again. The accrual cap also operates as a cap on the amount of unused leave employees can carry over from one year to the next.

  • Current Law: Currently, an employee’s banked, accrued paid leave may be capped at 48 hours or 6 days, whichever is greater.
  • New Law: Effective January 1, 2024, the cap increases to 80 hours or 10 days, whichever is greater.

Under SB 616, the default approved accrual formula of 1 hour of paid sick leave accrued for every 30 hours worked by the employee remains unchanged.


The HWHFA allows employers to frontload a specific amount of paid sick leave each year, rather than accruing hours.
• Current Law: Currently, the law requires employers that frontload to provide 24 hours or 3 days, whichever is greater.
• New Law: Effective January 1, 2024, the frontloading requirement increases to 40 hours or 5 days, whichever is greater.

Notably, no accrual or carryover is required if the full amount of leave is received at the beginning of each year of employment, calendar year, or 12-month period (i.e., frontloaded). Effective January 1, 2024, the term “full amount of leave” means five days or 40 hours.

Alternative Accrual Methods

Instead of using the standard accrual rate of 1 hour for every 30 hours worked, employers may use a different accrual method, as long as the method meets certain requirements.

  • Current Law: Currently, instead of using the standard accrual rate, the HWHFA allows employers to use a different accrual rate as long as employees accrue leave on a regular basis resulting in them having accrued no less than 24 hours of paid sick leave by the completion of their 120th day of employment and having that same amount by the completion of the 120th day in each subsequent year.
  • New Law: Effective January 1, 2024 employees must also have accrued no less than 40 hours (or 5 days) of paid sick leave by the 200th day of employment and that same amount by the 200th day in each subsequent year.

Use Caps

Employers must allow accrued paid sick leave to carry over from year to year. However, an employer may limit the use of paid sick days in each year of employment.

  • Current Law: Currently, the HWHFA allows employers to limit employees’ paid sick leave use per year to 24 hours or 3 days, whichever is greater.
  • New Law: Effective January 1, 2024, employers may limit employees’ annual use cap to 40 hours or 5 days, whichever is greater.

Employer Takeaway

As the new law goes into effect January 1, 2024, all covered employers should update their Paid Sick Leave policies to reflect the coming changes now. Additionally, employers should ensure they are prepared to implement procedures to comply with the new law, including wage statement compliance. Employers should also take care to update their Wage Theft Prevention Act Notice provided to all new hires (also known as a Labor Code section 2810.5 Notice). The Department of Industrial Relations will provide an updated template to reflect these changes, check the DIR Website HEREfor the release of the update.

If you have any questions about how this new law may affect your business or need assistance preparing compliant policies or revising your practices, please contact your attorneys at Bradley, Gmelich + Wellerstein LLP. We are here to help.

About the Authors

Jaimee K. Wellerstein, Esq. is a Partner and the firm’s Employment Team Head. Representing employers in all aspects of employment law, Ms. Wellerstein collaborates with her clients to develop proactive business and legal strategies to try to avoid workplace conflict and employment disputes. She provides legal advice and counsel to numerous businesses, including conducting individualized training programs for both management and employees. Ms. Wellerstein performs internal audits of her client’s employment practices to ensure compliance with the rapidly changing world of employment laws and guides investigations of employee allegations regarding harassment, discrimination, and employee misconduct.

When litigation cannot be avoided, Jaimee K. Wellerstein aggressively defends her clients against employment law claims in the state and federal courts, as well as at administrative hearings, arbitrations, and mediations. Having defended numerous representative and individual lawsuits on behalf of her clients, Ms. Wellerstein is a skilled litigator and negotiator with a broad spectrum of experience upon which to draw.

A frequent speaker on numerous topics, including employment law and contract law, Ms. Wellerstein regularly conducts training seminars and programs for managers and employees in all areas of employment practices and policies.

Michael J. Bruskin, Esq. is Special Counsel for the firm’s Employment Team Advice & Counsel Practice Group. Advising employers in all aspects of employment law, Mr. Bruskin develops deep relationships and working knowledge of his clients’ operational preferences and devises forward-thinking strategies to align business needs with risk mitigation and legal compliance. Mr. Bruskin performs internal audits of his client’s employment practices to ensure compliance with the rapidly changing world of employment laws and guides their employment and business strategies to create successful and lasting relationships with their employees.

The 2023 fourth quarter edition of

The Californian: The Quarterly Newsletter of CALSAGA is now available!


Click here to read The Californian

Remembering Roy Rahn

Kate Wallace, Association Manager

Longtime CALSAGA supporter Roy Rahn passed away in May. During his time with the association Roy served as Board Member, President and finally as Executive Director. Roy retired from the United States Naval Reserve as Commander and served eleven years in law enforcement. Roy was a recipient of CALSAGA’s highest honor, the Al Howenstein Lifetime Achievement Award. ASIS International awarded Roy with the Vincent L. Ruffolo Legislative Advocate Memorial Award in 2017 for his efforts to improve the private security profession. Roy is survived by his wife of many years Laurie, five children and grandchildren. He will be missed by many. “We appreciate Roy’s many years of service to CALSAGA and to the industry,” said CALSAGA President David Chandler. “He was a friend to a lot of people, and he was a gentleman to everyone.”

From left: CALSAGA President David Chandler, Roy Rahn, Legal Advisor Barry Bradley and Treasurer Mark Miller in 2017

Unlocking a Competitive Advantage

Jordan Wallach, Belfry Software, Associate Member

Standing out in the security guard industry requires strategy and follow-through. Here are areas we’ve found that companies often prioritize, but then fall short:

When operational fires arise, client relationships are the first to fall by the wayside. Our recent survey found that despite being part of their initial job description, Operations Managers spend less than 10% of their time in front of clients. They’re simply spending too much time tracking down personnel or managing a patchwork of tools.

Here, the power of modern technology solutions becomes evident. First, this could halve the time spent that Operations Managers spend scheduling and managing reports – creating space to focus on strategic work and client relationships. But an intelligent system also quantifies the value of your services – locking in renewals and assisting in difficult contract negotiations.

It’s also critical to empower your team. While companies invest heavily in training hours, time & money is wasted when officers are equipped with outdated tools. Providing user-friendly technology that feels just like the tech they use at home means happier employees and less time spent troubleshooting.

This is where Belfry fits in. Our industry-leading software is designed only for security guard services businesses – allowing your team to focus on what makes your company unique: strong client relationships and strategic thinking. With Belfry, it’s about more than just software; it’s about helping you make your mark in the competitive security landscape. Let us help unlock your company’s true potential.

Jordan Wallach is the Co-Founder and CEO of Belfry, the modern operating system for security guard services companies and a CALSAGA Member. Prior to founding Belfry, Jordan was a consultant at McKinsey & Company and a Product Manager at Microsoft, building software used by millions of people worldwide. He has a bachelor’s degree in Data Science from Stanford University.