ZBeta, Inc. - Experts & Thought Leaders

ZBeta, a pioneer in delivering comprehensive physical security consulting services, unveils a new Drones and Robotics Consulting Practice designed to help organisations understand, evaluate and prepare for the rapidly expanding role of autonomous and unmanned technologies in physical security. Drones and robotics are changing the security landscape from two directions. Organisations face growing risks from unauthorised drones, including surveillance, espionage, disruption, and threats to critical infrastructure. At the same time, drones and robotic systems are creating new opportunities to extend security operations through automated patrols, remote inspections, incident response, and enhanced situational awareness. Enhanced situational awareness For security leaders, the challenge is determining whether these technologies will affect their operations as well as understanding how they change the security environment. They also need to be aware of where the greatest risks and opportunities exist, and what role emerging technologies should play within a broader physical security strategy. “Drones are effectively creating a new dimension of the physical security perimeter,” said Andrew Corsaro, Vice President of Consulting Services, ZBeta. “Organisations need to understand what is happening in and around their airspace, but they also need to think more broadly about where drones and robotics can strengthen their security programs. Our role is to help clients cut through a rapidly changing technology landscape and determine what actually makes sense for their environment.” Physical security strategy ZBeta’s Drone and Robotics Consulting Program brings the company’s technology-independent approach to this rapidly evolving area of security. Working alongside client security teams, ZBeta can assess airspace and autonomous-system risks, develop drone detection and Counter-UAS strategies, evaluate available technologies and validate their performance through real-world testing. The team can also help organisations establish the policies, procedures, and response plans needed to operationalise these technologies while navigating the regulatory and operational considerations surrounding their use. The program extends beyond protecting organisations from drones. ZBeta also helps clients evaluate how drones and robotic technologies can be used as part of the security operation, including applications such as surveillance, remote inspections, patrols, incident assessment, and response. This allows organisations to consider both sides of the emerging technology landscape: mitigating new vulnerabilities while identifying opportunities to strengthen and extend existing security capabilities. Broader security program The launch comes as security teams are being asked to make decisions in a market where technologies, threats, and regulations continue to evolve quickly. Rather than starting with a specific product or solution, ZBeta’s approach begins with the organisation’s risks, environment and objectives, helping clients determine what capabilities they need and how those capabilities should fit within the broader security program. Organisations interested in assessing drone and robotic security risks, evaluating technology, or developing a broader strategy can schedule a consultation with ZBeta’s Drone and Robotics Consulting team or visit them at booth #3713 at GSX 2026.

ZBeta, a pioneer in delivering comprehensive physical security consulting services, announces the launch of its Client Immersion Program, a strategic engagement designed to help organisations align security decisions with business priorities, operational requirements, and long-term goals. Security decisions increasingly have implications across the enterprise, influencing business continuity, operational resilience, regulatory compliance, technology strategy and growth. As organisations adopt new technologies and operate in more complex risk environments, executive teams need a clear and shared understanding of their priorities before committing to significant investments. Building security programs The ZBeta Client Immersion Program provides a structured process for establishing that alignment. By bringing together executive leaders and key stakeholders, the program examines how the organisation operates, where risk intersects with business strategy, and what the security program must enable over time. “Security strategy cannot be developed independently of business strategy,” said Conal O’Doherty, Principal and Chief Growth Officer, ZBeta. “The Client Immersion Program gives security leaders the opportunity to step back, align around the organisation’s priorities and establish a clear direction before major decisions are made. That foundation allows organisations to invest with greater confidence and build security programs that support both immediate needs and long-term objectives.” Individual security decisions ZBeta applies its Six-Lens Framework to evaluate the organisation through six connected areas: business strategy, operations, risk, technology maturity, stakeholder alignment, and future goals. This enterprise-wide perspective helps leadership teams identify dependencies, surface competing priorities, and understand how individual security decisions may affect the broader organisation. The Client Immersion Program is designed for organisations navigating leadership transitions, mergers and acquisitions, global expansion, technology modernisation, or the adoption of artificial intelligence. ZBeta translates the insights developed through the engagement into a strategic roadmap that helps leaders prioritise initiatives, evaluate investments and move forward with greater clarity. To learn more about the Client Immersion Program, visit ZBeta at GSX 2026 in Booth #3713.

ZBeta, a pioneer in physical security consulting, has promoted Joel Searle to Global Account Manager. This promotion underscores the company’s commitment to strong leadership and outstanding service for global clients. In his new role, Searle will oversee ZBeta’s global support of Amazon where he will lead the client relationship, ensure program efficiency, and deliver exceptional support and results. Searle has been with ZBeta for over eight years, leading complex security projects, building strong client relationships, and delivering results on major initiatives. His promotion reflects his proven leadership and further supports ZBeta’s dedication to meeting the evolving needs of global clients. Creating meaningful pathways "Joel has always shown the leadership, strategic thinking, and client-focused approach that represent ZBeta,” said Jesse (JJ) Knutson, Principal and Chief Operating Officer, ZBeta. “He has gained the trust of our clients and team by handling complex projects that achieve measurable security and operational results. We look forward to seeing him continue to excel in this new role." Since joining ZBeta, Searle has advanced through increasingly senior roles, from Assistant Project Manager to Project Manager, exemplifying the company’s commitment to cultivating talent from within. His promotion reflects ZBeta’s belief in investing in its people and creating meaningful pathways for professional growth. "I’m grateful for the opportunity to continue growing with ZBeta and to take on this new responsibility,” said Searle. “I look forward to strengthening our partnerships and continuing to deliver the high level of service and execution our clients expect from ZBeta."

Acquisitions are often billed as moments of bold opportunity. For senior executives and boards, these deals are about accelerating growth, unlocking synergies, and strengthening competitive advantage. But for the teams responsible for making operations run safely and smoothly — including physical security — acquisitions can feel like controlled chaos. Decisions happen without warning, details are opaque, and the ripple effects of choices made in the boardroom cascade down through every layer of the organisation. Too often, physical security isn’t even in the room where those decisions happen. Beyond access control When security is treated as an afterthought — a cost centre to be rationalised, rather than a strategic enabler — companies expose themselves to risks that go well beyond access control or surveillance coverage. Overlooked integration challenges can compromise the safety of people and property, slow down facility transitions, inflate budgets, and undermine everyone’s confidence in the acquisition deal itself. For seasoned physical security leaders, the imperative is clear: make your program visible, credible, and indispensable before and during acquisition conversations. That means ensuring your voice is represented. Why security visibility matters At first glance, it’s not obvious to some why physical security should rank alongside finance, IT, and legal in the M&A playbook. But consider what’s really at stake:͏ Budget accuracy: If no one accounts for system migrations, access credential re-issuance, or security subject matter expert (SME) travel during due diligence, financial forecasts will be miscalculated. Underestimating these costs by even a small percentage can throw off larger integration budgets. ͏ Technology fit: Acquirers frequently inherit access control, video, and monitoring platforms that don’t align with their standards. Without early planning, companies risk unsupported infrastructure, avoidable downtime, and duplicating expensive features. ͏ People and roles: Security staff redundancies and mismatched responsibilities are often decided hastily, surfacing operational gaps and challenges with morale. ͏ Cultural harmony: Employees at acquired companies can perceive new security measures as heavy-handed or intrusive, jeopardising adoption and compliance. Each of these factors is manageable — but only if you consider them early on in the acquisition and communicate clearly at the decision-making level. Securing a seat at the table Physical security leaders don’t need to wait passively for a seat at the M&A table — they can and should advocate for it. Take practical steps: Identify the M&A committee. This group may go by different names — corporate development team, integration steering group, or even a subcommittee of the board. Pinpoint who leads it and which executives have influence. Make the case for inclusion. Position security not as a compliance hurdle but as a value multiplier. Remind leadership that visibility into risks, costs, and integration timelines reduces surprises, accelerates business continuity, and protects reputation. Bring data, not anecdotes. Prepare a concise playbook: current-state inventories of systems and personnel, cost models for typical integration activities, and sample timelines for cutovers. When executives see that security has done its homework, they’re more likely to view the function as essential. Leverage allies. Partner with your security consultant, along with your facilities, IT, HR and risk management teams who share overlapping interests in safe, seamless operations. Unified advocacy is harder to dismiss than a single voice. By getting on the M&A committee, you ensure your concerns aren’t filtered secondhand or raised too late to influence outcomes. Leading with credibility during acquisitions Visibility is only the first step. Once in the room, security leaders must contribute with authority and clarity. Three practices stand out:͏ Translate security into business impact. Executives don’t respond to jargon about card readers or VMS licenses—they respond to risk, cost, and continuity. Frame every input in terms of: Financial implications, such as “Consolidating platforms will save $X annually, but requires $Y in upfront integration.” Operational implications, such as “Delays in credentialing will stall employee onboarding at three newly merged sites.” Cultural implications, such as “Without a clear change management plan, acquired employees may resist compliance, leading to increased insider risk.”͏ Provide scenarios, not surprises. Acquisitions move fast, but that doesn’t mean you can’t plan. Present modeled scenarios — small target vs. large target, regional vs. global integration — and their associated timelines and costs. This proactive approach demonstrates foresight and earns trust. ͏ Advocate for people, not just systems. In the scramble to integrate technology, companies often forget the human element. Use your platform to ensure that acquired security personnel are evaluated fairly, retrained where possible, and integrated into the new culture. Advocating for people strengthens morale and preserves institutional knowledge. Visibility beyond a single deal For some companies, acquisitions are rare, high-stakes events. For others, they’re a routine growth engine. In either case, physical security leaders should treat M&A as a recurring test of their strategic value. To do this, work with your security consultant to:͏ Document lessons learned from each acquisition, then institutionalise these lessons in playbooks and checklists. ͏ Develop clear security messaging that explains your team’s mission and impact, so executives understand why your presence is non-negotiable. ͏ Commit to realistic timelines for integration work, ensuring leadership sees the discipline and predictability of your function. The goal isn’t just to be consulted during one deal — it’s to become permanently visible in the company’s growth strategy. Don’t be an afterthought In the popular imagination, the “room where it happens” is a place where power dynamics shift and futures are decided. For physical security leaders, being absent from that room during an acquisition means watching others dictate the future of your program, your people, and your company’s security posture. But by proactively seeking visibility — by insisting on a voice in acquisition planning, by bringing data and credibility to the table, and by consistently framing security as a business enabler — you can transform physical security from an afterthought into a recognised pillar of successful acquisitions.

Physical security isn’t a one-time project or a static system. It’s a dynamic, ongoing process and program that requires constant attention and management to remain effective. While the initial implementation of a security system — what we often call Day 1 — is critical, the ongoing maintenance, service, and adjustments made after systems are operational, or Day 2, are equally essential. Security program long-term Organisations that fail to focus on post-occupancy security operations risk falling victim Organisations that fail to focus on post-occupancy security operations risk falling victim to a phenomenon known as "program drift," where systems and policies gradually deviate from their intended standards over time. To manage your security program long-term, you often need an outside perspective. By engaging a security partner to provide managed services, organisations can achieve a strategic solution for maintaining their security programs' integrity, effectiveness, and efficiency over the long term. Let’s look at the reasons why. Moving beyond Day 1 Day 1 is the milestone moment when a security system is launched — whether it’s a new system, an upgraded access control platform, or a transition to advanced surveillance technology. On this day, all components align with established policies and standards. Yet, Day 1 is only the beginning of a security program's lifecycle. What happens on Day 2 and beyond is often where the real work begins. Without a robust plan for ongoing service and maintenance, security systems can quickly fall out of compliance. Policies become outdated, configurations drift, and vulnerabilities emerge. This gradual degradation — program drift — occurs not due to neglect but as a natural result of decentralised management; competing operational priorities; and the lack of dedicated, knowledgeable resources to oversee the systems. Avoiding program drift Drift is particularly pronounced in physical security because, unlike other building systems Program drift occurs when a security program’s elements — such as access controls, camera placements, or intrusion detection settings — gradually become misaligned from their intended standards. Think of a straight line representing perfect compliance on Day 1. Over time, various factors push individual components off this line. Left unchecked, these deviations accumulate, leading to significant vulnerabilities and deferred remediation costs that would be much easier to manage and predict with a more proactive approach. Drift is particularly pronounced in physical security because, unlike other building systems such as lighting or HVAC, security measures are often viewed as inconveniences. Even when systems function as designed, features like turnstiles, visitor management, or additional access controls may face pushback for being "in the way" of daily operations. This resistance and the Day 2 problems that often result — along with the lack of centralised oversight — exacerbate the risk of misalignment and ongoing inefficiencies. Why centralised post-occupancy management matters Post-occupancy management is critical for maintaining the long-term health of a security program. Facility managers, who are often tasked with overseeing security systems, may lack the technical expertise or bandwidth to handle the complexity of modern security infrastructure. Partnering with dedicated professionals to help meet these responsibilities ensures systems are managed effectively and vulnerabilities are addressed proactively. It also helps improve system availability and uptime, accelerate break/fix response and resolution times, lower ownership costs by reducing unnecessary and repeat service dispatches, and achieve a more consistent end-user experience. Moreover, centralised management provides a consistent framework for handling security systems across multiple sites. This consistency is vital in preventing Program Drift, ensuring that local variations or individual decisions do not undermine the organisation’s overall security posture. The case for managed services Hiring outside consultants offers a proactive and professional approach to mitigating program drift Hiring outside consultants offers a proactive and professional approach to mitigating program drift. Specialised providers have the expertise, tools, and resources to manage complex security systems effectively and ensure those systems remain aligned with organisational policies and performance expectations. By acting as a dedicated external resource and interfacing regularly with your security team, your consultant can help you build, manage, and optimise a variety of services that help keep your program on track. These services range from system health and availability management (break fix); move, add change management; system configuration administration; and program/project management offices. Key benefits in the following areas Let’s look at how a managed services a partner can yield key benefits in the following areas: Standards compliance. Centralised management ensures that security systems and processes remain in compliance with established policies and standards, reducing vulnerabilities caused by ad hoc changes or decentralised management. Operational efficiency. Managed services streamline maintenance and support workflows, minimise downtime, and ensure quick issue resolution. Enhanced security resilience. Proactive monitoring and maintenance reduce the likelihood of system failures and improve overall system reliability. Standardised processes for move-add-change (MAC) activities ensure that security configurations remain consistent across locations. Cost savings. Outsourced providers help organisations optimise resources, avoid errors, and benefit from economies of scale in service delivery. Strategic focus. Outsourcing also allows internal teams to shift their focus from routine operational tasks to higher-value activities, such as strategic planning, threat analysis, and incident response. Long-term value of security investments While Day 1 success is the foundation of a comprehensive program, what happens on Day 2 determines your ability to realise the long-term value of your security investments. As the complexity of security challenges grows, pioneers must prioritise sustained management and professionalised oversight to protect their organisations, making the conversation around post-occupancy security more critical than ever.  By adopting innovative strategies, implementing mature toolsets and processes, and leveraging specialised expertise, organisations can ensure their programs remain robust, aligned, and prepared to meet the challenges of tomorrow.