ZBeta, Inc. - Experts & Thought Leaders

ZBeta, a pioneer in delivering comprehensive physical security consulting services, announces that Payton Staub has joined the company as Senior Vice President, Software and AI. Staub’s addition enhances ZBeta’s ability to guide clients through digital transformation and leverage emerging technologies to address complex security challenges. Staub is an experienced leader with a background in enterprise software development, cloud computing, artificial intelligence, and security technology. Over the course of his career, he has built and scaled software platforms, led engineering teams, and enabled organisations to address complex business and security needs through technology. Evidence management platform “Payton’s technical expertise and strategic vision make him an outstanding addition to our executive team,” said Zack Brunette, CEO, ZBeta. “As clients seek guidance on integrating automation and artificial intelligence into their security programs, Payton’s leadership will help us deliver greater value and support our next phase of growth.” Most recently, Staub was Software Development Manager at Amazon Corporate Security. Previously, he served as Senior Software Development Engineer with Amazon SageMaker, AWS’s machine learning platform. Earlier, Staub founded JetStream Technologies, guiding products from concept to market and gaining experience in product strategy and software development. He also served as Senior Software Engineer at Axon, contributing to Evidence.com, the digital evidence management platform used by law enforcement agencies worldwide. Modernising security operations “Joining ZBeta is an exciting opportunity to help shape the future of security and technology,” said Staub. “Throughout my career, I’ve been passionate about building solutions that simplify complexity and deliver meaningful business outcomes. ZBeta is known for guiding organisations through change and fostering innovation, and I look forward to working with this talented team to develop transformative solutions for our clients.” This appointment demonstrates ZBeta’s ongoing investment in talent and innovation as the company strengthens its role as a trusted advisor to organisations modernising security operations and accelerating transformation.

ZBeta, a pioneer in delivering comprehensive physical security consulting services, announces the availability of its first tech perspective, Public Key Open Credential (PKOC), an in-depth examination of one of the physical security industry’s most important emerging credential standards. The tech perspective, created by ZBeta LabZ, examines how PKOC — an open credential standard based on asymmetric/public key encryption and developed by PSIA — could influence the future of physical access control. Physical access control By moving away from the proprietary ecosystems that have historically defined the market, PKOC’s framework is intended to improve interoperability and strengthen credential integrity to deliver greater flexibility in how access control platforms are managed. The research document also explores the practical realities surrounding adoption, including migration considerations, infrastructure readiness, mobile credential evolution, and how PKOC compares with other emerging interoperability initiatives such as Aliro. “As organisations continue modernising access control infrastructure and accelerating the adoption of mobile credentials, it becomes increasingly important to understand how credential technologies — and the security models behind them — are evolving,” said Zack Brunette, CEO, ZBeta. “Our exploration is intended to help security leaders evaluate the broader shift occurring within the industry and consider the strategic implications of interoperability standards as part of long-term planning.” Security industry conversations Part of ZBeta and LabZ’s ongoing effort to elevate security industry conversations and provide technical insight, this also marks the launch of the LabZ Tech Perspective series — a premier thought leadership initiative focused on the technologies, trends, and strategic challenges shaping the future of physical security. Through independent analysis, technical expertise, and forward-looking guidance, the series will explore significant developments impacting the market and help security leaders better understand the innovations and decisions defining next-generation security programs. The tech perspective is now available now. This research will also be discussed during an ASIS Webinar on June 16, 2026.

ZBeta, a pioneer in delivering comprehensive physical security consulting services, announces that Sergio Delgado has joined the company as Research Operations Manager to support the continued growth and evolution of its LabZ initiative. With a strong background in technical account management, project delivery, and team leadership, Delgado brings a practical, operations-focused perspective to advancing research and innovation efforts across the organisation. Managing complex security implementations In his new role, Delgado will help drive research execution, streamline operational workflows, and support the evaluation of emerging technologies within LabZ, ZBeta’s program for innovation, technology evaluation, and collaborative experimentation. His experience working directly with enterprise customers and managing complex security implementations positions him to strengthen how LabZ translates research into real-world outcomes. “Sergio brings a strong operational mindset and a deep understanding of how security systems perform in real environments,” said Hash Salehi, Director of Technology and Innovation, ZBeta. “His experience working closely with customers and leading teams will play an important role in helping LabZ scale its research efforts and deliver meaningful, actionable insights.” Supporting enterprise customers Delgado joins ZBeta following several years at Genetec, where he most recently served as Technical Account Manager Team Lead. In that role, he managed a team supporting enterprise customers, maintained a 100 percent renewal rate, and focused on delivering consistent, high-quality outcomes through strong partnerships and continuous improvement. His career also includes roles in solutions engineering, field engineering, and project management, giving him a well-rounded understanding of security systems from implementation through long-term optimisation. Prior to his career in technology, Delgado served in the United States Marine Corps, an experience that continues to shape his approach to leadership, teamwork, and problem-solving. “I’m excited to join a team that is focused on advancing innovation in a way that is both practical and impactful,” said Delgado. “ZBeta has built a strong reputation for delivering thoughtful, high-quality solutions, and I look forward to contributing to that work while helping shape how LabZ supports our clients moving forward.”

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.