Security Interviews: Former Starbucks Coffee CSO Francis D'Addario

Author of 'Not a Moment to Lose' shares his stories of working in the security profession


Perimeters risk detection will be extended beyond traditional ‘Bricks and Mortar’ boundaries. Counter surveillance capability will be enhanced for both physical and logical environments. Active directories will be re-authenticated for multi-factor recognition integrating voice, facial and other biometric recognition capabilities against credentials, and access permissions. Consumers, associates, partners, and stakeholders will demand identity protection, effective fraud deterrence and accountability.

Do you see wireless impacting security in general?

Wireless is the key technology for extending perimeter protection peripherals beyond traditional boundaries. The need to recognize mass transit risk four sectors out from main hubs will drive some considerations. Protecting first responders with hands free communications capable of documenting adversarial persons or conditions will be another. Core process customer efficiency will drive concierge services and transaction queue management while deterring criminal behavior.

What do you see as the security industry’s biggest challenge?

I see three… 1.The coincidence of natural phenomena including high morbidity pandemic and global warming that will tax all-hazard mitigation resources. 2. The reluctance of highly capable organized crime and terror organizations to give up what Moises Naim and others estimate as a multi-trillion dollar ‘illicit’ economies (arms, drugs, humans, information & money laundering) without a fight that will imperil people, governments and networks) 3. Apathy and negligence

What do you believe is the largest growth area in security?

Knowledge…good and best practices must be innovated, measured and shared in trusted communities to advance people, process and technology protection. Our adversaries to date have proven more nimble to adapt all for risk exploitation. True intelligence fusion and mitigation capability between public and private sector can and must level the playing field to ensure resilience.

After 7-Eleven we built capable people and asset protection teams at Jerrico and at Hardees Food Systems. Despite having extremely competent staff I took the lead on every injury or crisis. That was sixteen years of major crimes including homicides. Following the suicide of a colleague I invited Bruce Blythe of Crisis Management International in to help survivors cope with the aftermath. My personal epiphany was that I could remember the names of victims and family survivors for all of the tragedies in chronological order. I had not consciously made an effort to do that. The recall moved me to tears.

I was always empathetic. I felt blessed to be with teams capable of moving the numbers and making the environments measurably safer but I was too busy to make it my business to put a spotlight on the risks and remedies. The Manager’s Survival Guide helped me do that.

The organizational messaging was not just that crime prevention was the nice or even the right thing to do…it was also a strategic means for continuous incremental profitability. The approach works for giant multinationals and small businesses alike.

What is your new book about?

It is called Not a Moment to Lose…Influencing Global Security One Community at a Time. The Security Executive Council will bring it to print next month. It is an anecdotal approach to remind us that natural and man-made risk is mitigatable if not preventable. It is the humanist approach to influencing up, down and laterally within the organization as well as out and over traditional boundaries.

I attempt to remind the reader that resilient communities survive all hazards. Less resilient communities falter. Major international enterprises and government sectors are just know learning the critical dependencies of disparate communities that connect for supply chains inventory, intellectual assets, products, and service capacities. Boards and their directors are beginning to appreciate their liability for compliance and accountability for stakeholder prosperity.

My book makes the point that people, process, and technology are not coincidental to risk mitigation. I claim that people centric organizations are likely to have higher engagement for both process and technology to protect themselves and their respective communities. I attempt to make the persuasive case for benchmarking risk mitigation solutions, and measuring return on security investment for both physical and logical protection.