Milestone Systems, the global company for open platform IP video management software (VMS), continues to ensure ongoing expansions in its personnel. Milestone has a keen focus on supporting the success of its partner community, so the last several months have been busy with hiring new people to the company and rewarding well-deserved internal upward career moves. Some earlier ‘family members’ who had spread their wings to other areas of the industry have also returned to the Milestone home to ply their broadened expertise.

Returnees

Jennifer Hones has rejoined Milestone as the Western Region Key Account Manager. She was at Milestone from 2010-2015, then moved to Vicon as National Distribution Manager and National Account Manager, and on to Dahua as Enterprise Business Development Manager. In her new Milestone role, she assists partners in the management and growth of principal end user accounts, establishing Milestone in A&E firms focused on Fortune 500 companies and strategic vertical markets, and key community partner relationships.

Jennifer is a graduate of Stanford University with a BA in International Relations and an MA in Sociology. She was a starting guard for the Stanford women’s basketball team, playing in two NCAA national title games. Her competitiveness, experience, organisation, and the relationships she has within the organisation and industry are a winning combination!

Will Ramsay also is welcomed back to Milestone as the Channel Business Manager for the Gulf territory, where his contributions in his earlier 5-year tenure were greatly appreciated. In this newly created region - which includes the states of AL, MS, TN and KY - Will returns knowing the customer base and the end users very well.

He brings 20 years of industry experience to this position, having held high-level sales roles at rep firm Murphy & Cota, integrator at North American Video and distributor at ADI. He holds a master’s degree from Mississippi State University and resides in Memphis.

Andrei Junqueira is now the Milestone Channel Business Manager for Brazil

New hires

Andrei Junqueira is now the Milestone Channel Business Manager for Brazil. He spent almost 10 years with Axis Communications in sales and business development, where his latest position was as Sales Manager for South America. At Axis, he leveraged his leadership, strategic thinking and sales focus to build territories, increase the number of channels and partners, and shape the long-term sales growth path in the region.

He rose from earlier engineering positions at Verint and Johnson Controls, gaining extensive experience with VMS and integrations with Building Management Systems, Access Control and HVAC. Andrei graduated with a Master’s in Business Administration for IT in Robotics Engineering at University of Brasilia.

Aaron Hallmark is the Milestone Channel Business Manager for the new Mid-South territory. He brings substantial knowledge of the security industry. He began as a technician with Connections 21 before moving to Dowley Systems, a large systems integrator, as a technician, Account Executive and General Manager.

After some time as a Regional Sales Manager with Pivot3, Aaron founded his own integration company, RFIP, sold after 7 successful years to Orion Systems, where he spent the last 15 months as their Strategic Project Business Manager. Aaron has served in the US Army where he achieved the rank of Section Platoon Sergeant for the 145th Calvary. He is based in Norman, Oklahoma.

Dan Viotto has joined the Americas team as Channel Business Manager in the newly aligned Southwest Territory: San Diego, Las Vegas (Clark County) and Arizona

Security and internet analytics experts

Dan Viotto has joined the Americas team as Channel Business Manager in the newly aligned Southwest Territory: San Diego, Las Vegas (Clark County) and Arizona. He comes from Knight Security, a large multi-site Milestone Partner in Texas, where he was a Sales and Marketing Manager.

Dan’s professional roles included Director of Channel Partner Development, VP of Operations and Business Development and Managing Partner, with experience in the security, internet analytics and B2B consulting industries for a track record of revenue growth through personnel and process development. He is a graduate of UCLA with a BA in Political Science and will live in San Diego.

Dave Loyer is the new Milestone Channel Business Manager for the Great Lakes territory. He has 25 years of security experience in operations, sales and service, including Infinite Technologies LLC in Detroit, a Milestone Gold Partner, where he managed projects with security and surveillance integrations.

Dave achieved multiple security certifications, notably as a Milestone Certified Integration Technician, and he holds a Mechanical Design (CAD) Associates degree from Owens Community College. He has been a long-time Milestone advocate, affected particularly by two projects he managed. The first was a big city Medical Center; the second was a County Community College, which involved Milestone XProtect open platform VMS integrated with Platesmart license detection and Herta facial recognition. Dave will be working from Toledo, Ohio, also coaching his kids’ baseball and hockey teams.

JJ Jadali is the Milestone Channel Business Manager for the new Mid-Atlantic territory

LPR and facial recognition technology experts

JJ Jadali is the Milestone Channel Business Manager for the new Mid-Atlantic territory, backfilling Walter Coady who was promoted to Federal Key Account Manager. JJ has significant experience in the security industry, most recently as Business Development Executive with Genesis Security Systems, recently purchased by Convergint Technologies.

He developed corporate security technology programs dedicated to protecting large organisations and their assets for companies like McCormick, Meritus Health, and Fannie Mae. Other roles included Business Development Manager at S2 Security where he managed the highest revenue-generating territory. He also worked at Brivo, developing enterprise accounts such as Salesforce.com, AMD and United Rentals. He holds an MBA from Seton Hall University, and now resides in Rockville, Maryland.

A new Solutions Engineer, Alexander Laffrenier, is based in Toronto, Ontario. Alex worked for seven years at iView Systems as a Sales Engineer. He has done many technical demonstrations and worked with video analytics such as LPR from Genetec and Facial Recognition from Cognitec. Previously, he worked as a Network Engineer for Vitran Logistics.

Michael Gonzales is now a Milestone Solutions Engineer in Presales for the US and Canada

Video, ACS and intrusion systems’ professional

Michael Gonzales is now a Milestone Solutions Engineer in Presales for the US and Canada. He came from LINX LLLP, a low voltage integrator for structured cabling, audio/video, DAS and security, where he was Engineering Manager – Security, leading the engineering team in design, permits, estimates and implementation of video, ACS, intrusion and intercom systems.

Prior to that he was Sales/Project Manager at Sturgeon Electric Co. in the Rocky Mountain region developing security integrations and managing installations. Mike was also the President/CEO at Fort Collins Wintronic, an electronics and networking goods wholesaler.

Kevin Gentry is a new Support Professional in Milestone’s Technical Support Americas. He came from Hewlett Packard where he was a Field Engineer for more than 12 years. Mike Blay has come on board as Sales Support Specialist in the Milestone Partner Services and Sales Support group.

He got his Bachelor of Science in Business Administration and Management at Linfield College, and worked in sales and merchandising at Columbia Sportwear after other positions with retailers Pendleton, Mondelēz International and Big 5. He has also been a floor supervisor at Royal Casino in WA. Russell Gardner has joined Milestone’s Partner Activation team as Sales Development Associate and Lead Qualifier. He comes with over seven years of inside sales, lead and outbound calling expertise that will help channel partners see more success doing business with Milestone.

Jamie Mertz has filled a new role in Milestone as Sales Administrator, assisting the North America Field Sales and Sales Operations with leads, reporting, coordination and prioritising as well being a touch point and liaison between many departments and roles in the region. Stephanie Beale-Marlowe is Milestone’s new Technical Project Manager - a critical role in building the company’s project management practice.

Her focus is closing gaps in large and complex system deployments, ensuring proper risk mitigation, delivering an exceptional customer experience, expediting project deliverables and bringing solid project management discipline to the Americas teams. Stephanie is West coast born and Texas raised, and has been working in Product Management roles for the last 4.5 years.  She has a BA from University of North Texas.

Eric Moe is now Milestone’s Director of Sales North America, in charge of both Field Sales and Inside Channel Management

Promotions

Eric Moe is now Milestone’s Director of Sales North America, in charge of both Field Sales and Inside Channel Management for alignment under a common reporting line. Eric has been with Milestone since 2013, moving from Director of Sales Operations responsible for Inside Sales, Partner Service and Sales Support, Partner & Business Development.

Earlier he was VP Sales & Operations at Connex International and Security Consultants International following a position as Director of Events at IP Video Security and sales roles at Transcend Communications and Paychex. Eric studied Marketing and Sales at University of St. Thomas in St. Paul, Minnesota.

Amy Hanks has been promoted to Manager, Partner Activation, having worked at Milestone from January 2016 as an Inside Channel Manager (ICM) covering the Southeast and Gulf territories, then taking on ICM responsibilities for the Atlantic territory. In her previous career at Coca-Cola, she managed 35 field employees and was responsible for sales and logistical support.

Her experience in developing, managing and implementing processes, as well as her passion for leadership and sales, make her an excellent fit for the Partner Activation team, where her primary responsibilities include leading the team in renewals and lead generation/development. As a true “Culture Contributor,” Amy has a memorable impact on everyone, bringing positive energy in her work at Milestone.

Danielle Quinones has been promoted from Scheduling Coordinator to Project Coordinator. Dani has been a valuable asset in organising Milestone’s training and professional services processes over the past 2.5 years. Recently, she has taken on additional duties in project management to coordinate activities with high-profile federal customers. Dani has made a significant commitment to studying project management outside of work through various courses and workshops, bringing valuable insight and feedback from her educational endeavors.

Milestone’s reporting systems Pia High is now Marketing Specialist in the Americas Regional Marketing Team

Michael Morgan started with Milestone as a Finance Intern in October 2017 and quickly proved his ability to understand Milestone’s reporting systems and forecasting financial models. He recently finished his Bachelor of Science in Finance from Portland State University in December and in April became a permanent addition to the Americas Finance team as a Financial Analyst.

Pia High is now Marketing Specialist in the Americas Regional Marketing Team. She started with Milestone in 2016 the day after she graduated from Portland State University, as an intern in Partner Service and Sales Support (PSSS) proving to have a great work ethic, organisational skills and disposition that quickly earned her a permanent spot in Milestone. As her degree in Marketing & Advertising suggests, Pia has a passion for marketing, so her skills will be leveraged to continue building a strong brand and marketing presence throughout the region.

Download PDF version

In case you missed it

Enhance traditional security systems within your smart home
Enhance traditional security systems within your smart home

Market dynamics are changing the U.S. residential security market, creating new business models that better appeal to the approximately 70% of households without a security system. Smart home adjacencies have helped revitalise the traditional security industry, and alternative approaches to systems and monitoring for the security industry are emerging, including a new batch of DIY systems. Growth in the residential security market and its position as the channel for smart home solutions have attracted numerous new entrants. Telecoms, cable operators, and CE (consumer electronics) manufacturers are joining traditional security players as they compete to fulfill consumer demand for safety and security. Connected products also provide a layer of competition as consumers must decide whether having category devices such as doorbell video cameras, networked cameras, and other products suffice for their security. Increasingly competitive landscape Smart home services can provide additional revenue streams for the security industry For instance, IP cameras are a highly popular smart home device rooted in security, and Parks Associates estimates 7.7 million standalone and all-in-one networked/IP cameras will be sold in the U.S. in 2018, with $889M in revenues. Product owners may feel their security needs are fulfilled with this single purchase, as such dealers and service providers are under increasing pressure to communicate their value proposition to consumers. Categorically, each type of player is facing competition uniquely—national, regional, and local dealers all have a different strategy for overcoming the increasingly competitive landscape. Smart home services can provide additional revenue streams for the security industry. In Parks Associates’ 2017 survey of U.S. security dealers, 58% report that smart home service capabilities enable extra monthly revenue. Almost half of dealers also note they have to offer smart home devices and services in order to keep up with their competition. While white-label devices are acceptable in some instances, dealers need to integrate with hero products whenever possible when those exist for a category. For dealers who have added smart home devices and services are all potential benefits and good for business Improved customer engagement That 2017 survey also revealed 36% of security dealers that offer interactive services report security system sales with a networked camera and 16% report sales with a smart thermostat. For dealers who have added smart home devices and services, enhanced system utility, increased daily value, and improved customer engagement with the system are all potential benefits and good for business. Security has served as the most productive channel for smart home solutions, mainly because the products create natural extensions of a security system’s functions and benefits, but as smart home devices, subsystems, and controllers expand their functionality, availability, and DIY capabilities, many standalone devices constitute competition to classical security. Particularly viable substitute devices include IP cameras, smart door locks, smart garage doors, or a combination of these devices. Products that are self-installed offer both convenience and cost savings, and these drivers are significant among DIY consumers—among the 6% of broadband households that installed a security system themselves, 39% did it to save money. Enhance traditional security Self-installable smart home devices may resonate with a segment of the market who want security While many security dealers believe substitute offerings are a threat, some dealers do not find such devices an existential threat but instead view them as another path to consumer awareness. They argue that the difference between smart product substitutes and traditional security is that of a solution that provides knowledge versus a system that gives one the ability to act on that knowledge. A common theme among professional monitoring providers is that a homeowner who is aware of events happening in the home does not necessarily have a secure and protected household. For example, a Nest camera, a DIY product, notifies a consumer via smartphone about events in the home when it detects motion, but only when the notification is opened and identified will a consumer be able to act on the related event. Self-installable smart home devices may resonate with a segment of the market who want security but are unwilling to adopt professional monitoring; however, providers can leverage these devices to enhance traditional security features and communicate the value of professional monitoring. Smart home devices and features, while posing a threat to some security companies, are a potential way forward to increased market growth Increased market growth A key counterstrategy for security dealers and companies is to leverage their current, powerful role as the prime channel for smart home devices. Many security dealers now include smart home devices with their security systems to complement their offerings and increase system engagement. For example, as of Q4 2017, nearly 70% of U.S. broadband households that were very likely to purchase a security system in the next 12 months reported that they want a camera to be included as part of their security system purchase. In response, many security system providers now offer IP cameras as optional enhancements for their systems. Smart home devices and features, while posing a threat to some security companies, are a potential way forward to increased market growth. Security dealers have an opportunity to become more than a security provider but a smart home solutions provider rooted in safety. Provide status updates Comcast has entered both the professionally monitored security market and the market for smart home services The alternative is to position as a provider of basic security with low price as the key differentiator. Comcast has entered both the professionally monitored security market and the market for smart home services independent of security. It has discovered that monetising smart home value propositions through recurring revenue becomes increasingly challenging as the value extends further away from life safety. Since the security industry remains the main channel for smart home services, security dealers are in a unique position to leverage that strength. Value propositions must shift from the traditional arming and disarming of a system to peace-of-mind experiences that builds off the benefits of smart devices in the home to provide status updates (e.g., if the kids arrived home safely) and monitoring at will (e.g., checking home status at any time to see a pet or monitor a package delivery). These types of clear value propositions and compelling use cases, which resonate with consumer and motivate them to expand beyond standalone products, will help expand the home security market.

What is the value of "free" video management systems?
What is the value of "free" video management systems?

They say that every choice has a cost. It's a basic principle that, economically speaking, nothing is free. If it doesn't cost actual money, it may be expensive in terms of time, attention and/or effort. These are interesting observations to keep in mind as one peruses the various "free" video management system (VMS) offerings available on the market. Some are provided by camera companies to unify their products into a "system", even if it's a small one. Other free VMS offerings are entry-level versions offered by software companies with the intent of the customer upgrading later to a paid version. For more insights, we asked this week's Expert Panel Roundtable: What is the value of “free” video management systems (VMSs) and how can a customer decide whether “free” is the right price for them?

The ongoing challenge of IT and data risk management
The ongoing challenge of IT and data risk management

Managing IT and data risk is a challenging job. When we outsource our IT, applications and data processing to third-parties more and more every day, managing that risk becomes almost impossible. No longer are our data and systems contained within an infrastructure that we have full control over. We now give vendors our data, and allow them to conduct operations on our behalf.  The problem is, we don’t control their infrastructure, and we can never fully look under the hood to understand and vet their ability to protect our data and operations. We have to fully understand how important this issue is, and ensure we have the right governance, processes and teams to identify and mitigate any risks found in our vendors. No longer are our data and systems contained within an infrastructure that we have full control over Today, everything is connected. Our own networks have Internet of Things (IoT) devices.  We have VPN connections coming in, and we aren’t always sure who is on the other end of that connection. It is a full-time job just to get a handle on our own risk. How much harder, and how much larger should our teams and budgets be, to truly know and trust that our vendors can secure those devices and external connections?  For every device and application we have internally, it is very difficult to even keep an accurate inventory. Do all of our vendors have some special sauce that allows them to overcome the traditional challenges of securing internal and vendor-connected networks? They are doing the same thing we are – doing our best with the limited human and financial resources allocated by our organisation. Risk stratification and control objectives  The benefits of outsourcing operations or using a vendor web application are clear. So how can we properly vet those vendors from an IT risk perspective?  The very first thing we need to put in place is Risk Stratification. Risk Stratification presents a few targeted questions in the purchasing process. These questions include – what type of data will be shared? How much of this data? Will the data be hosted by a vendor? Will this hosting be in the US or offshored? Has the vendor ever had a data breach? These questions allow you to quickly discern if a risk assessment is needed and if so, what depth and breadth.  Risk stratification allows you to make decisions that not only improve your team’s efficiency, but also ensure that you are not being a roadblock to the business Risk stratification allows you to make decisions that not only improve your team’s efficiency, but also ensure that you are not being a roadblock to the business. With risk stratification, you can justify the extra time needed to properly assess a vendor’s security.  And in the assessment of a vendor’s security, we have to consider what control objectives we will use. Control objectives are access controls, policies, encryption, etc. In healthcare, we often use the HITRUST set of control objectives. In assessing against those control objectives, we usually use a spreadsheet.  Today, there are many vendors who will sell us more automated ways to get that risk assessment completed, without passing spreadsheets back and forth. These solutions are great if you can get the additional budget approved.  Multi-factor authentication  Even if we are using old-fashioned spreadsheets, we can ensure that the questions asked of the vendor include a data flow and network/security architecture document.  We want to see the SOC2 report if they are hosting their solution in Amazon, etc. If they are hosting it within their own datacentre, we absolutely want to see a SOC2 Type II report. If they haven’t done that due diligence, should that be a risk for you?  Today, we really need to be requiring our vendors to have multi-factor authentication on both their Internet-facing access, as well as their privileged internal access to our sensitive data. I rate those vendors who do not have this control in place as a high risk. We’ve recently seen breaches that were able to happen because the company did not require administrators or DBAs to use a 2-factor authentication into sensitive customer data sources.  In the assessment of a vendor’s security, one has to consider what control objectives to use This situation brings up the issue of risk acceptance. Who in your organisation can accept a high risk? Are you simply doing qualitative risk assessment – high, medium and low risks? Or are you doing true quantitative risk analysis? The latter involves actually quantifying those risks in terms of likelihood and impact of a risk manifesting, and the dollar amount that could impact your organisation.   So is it a million dollars of risk? Who can accept that level of risk? Just the CEO? These are questions we need to entertain in our risk management programs, and socialised within your organisation.  This issue is so important – once we institute risk acceptance, our organisation suddenly starts caring about the vendors and applications we’re looking to engage.  If they are asked to accept a risk without some sort of mitigation, they suddenly care and think about that when they are vetting future outsourced solutions. Quantitative risk analysis involves quantifying risks in terms of likelihood and impact of a risk manifesting Risk management process  In this discussion, it is important to understand how we think of, and present, the gaps we identify in our risk management processes. A gap is not a risk. If I leave my front door unlocked, is that a control gap or a risk? It is a gap – an unlocked door. What is the risk?  The risk is the loss of property due to a burglary or the loss of life due to a violent criminal who got in because the door was unlocked. When we present risks, we can’t say the vendor doesn’t encrypt data. The risk of the lack of encryption is fines, loss of reputation, etc. due to the breach of data. A gap is not a risk.  Once we’ve conducted our risk analysis, we must then ensure that our contracts protect our organisation? If we’re in healthcare, we must determine if the vendor is, in fact, a true HIPAA Business Associate, and if so we get a Business Associate Agreement (BAA) in place. I also require my organisation to attach an IT Security Amendment to these contracts. The IT Security Amendment spells out those control objectives, and requires each vendor to sign off on those critical controls. We are responsible for protecting our organisation’s IT and data infrastructure – today that often means assessing a 3rd-party’s security controls One final note on risk assessments – we need to tier our vendors. We tier them in different ways – in healthcare a Tier 1 vendor is a vendor who will have our patient information on the Internet. Tiering allows us to subject our vendors to re-assessment. A tier 1 vendor should be re-assessed annually, and may require an actual onsite assessment vs. a desk audit. A tier 2 vendor is re-assessed every 2 years, etc. We are responsible for protecting our organisation’s IT and data infrastructure – today that often means assessing a 3rd-party’s security controls. We must be able to fully assess our vendors while not getting in the way of the business, which needs to ensure proper operations, financial productivity and customer satisfaction. If we truly understand our challenge of vendor risk management, we can tailor our operations to assess at the level needed, identify and report on risks, and follow-up on any risks that needed mitigated.