Cathy Langley’s journey in loss prevention is a perfect example of how leadership is more than just a title—it’s about the impact you make, the decisions you drive, and the way you help others navigate challenges.
Her story isn’t one of simply following the traditional path; it’s about stepping up, embracing change, and inspiring others along the way. What began as a part-time job turned into a lifelong commitment to an industry that’s constantly evolving.
Cathy’s career is a reflection of the adaptability and resilience required to succeed in loss prevention. The need to constantly stay ahead of emerging threats and balance safety, efficiency, and profitability for retailers.
Though Cathy didn’t initially set out for a career in LP, once she stepped into the role, she quickly realized the potential to make a real difference, not just for the businesses she worked with, but for the people she mentored along the way. Over the years, Cathy has led teams, driven operational improvements, and leaned into technology to redefine what it means to protect a business.
Her decision to move into the solution provider side in 2022 was a bold one, but it was driven by the desire to help others in the industry solve the complex challenges of modern loss prevention. Now at Solink, Cathy is part of a team that’s leading LP from the vendor side and learning how to evolve beyond traditional LP.
In this interview, Cathy shares her journey, what has changed in loss prevention, and the lessons she’s learned along the way.
For those emerging leaders looking to make their mark, her advice is grounded in real world experience and a passion for helping others thrive in a rapidly evolving industry.
Tom Davis: Let’s start with your journey. Walk us through your career path in loss prevention and the pivotal moments that shaped it.
Cathy Langley: Like many professionals in loss prevention, I didn’t initially plan to pursue a career in the field. I started with a part-time job in LP and quickly fell in love with the industry. What really shaped my career was the realization that LP was not just a job, but a career that required strategic management and leadership. I learned early on the importance of building a network of mentors and leaders who could guide me and help me continue growing. The most pivotal moment for me came when I started leading multiple teams and saw firsthand the impact good leadership can have on people’s careers and the industry as a whole. It still excites me today – tackling challenges and continuously learning new ways to improve operations and reduce loss. The sense of fulfillment from solving complex problems and protecting the people and assets that matter keeps me passionate about this industry.
Davis: Over the years, what are the biggest changes you’ve seen in the LP industry?
Langley: The most significant change has been the integration of technology. When I first started, we were more focused on traditional loss prevention tactics. Now, technology plays a major role in everything we do, from video security to predictive analytics. Of course, another change is the increase in violence and safety concerns in stores, which has made safety a top priority for LP professionals. Technology has been crucial in addressing these new challenges, helping us better protect employees and customers while managing risk.
Davis: Looking back, are there key mentors or lessons that stand out in shaping your philosophy to LP?
Langley: I’ve learned a lot from both great leaders and poor leaders. When I was starting out, I looked up to mentors who not only excelled in LP but also in leadership. They taught me that being a good leader means not just managing loss but inspiring and coaching teams to grow. You can learn just as much from poor leaders, as they show you what to avoid. Ultimately, I learned that leadership is just as important as LP skills in making an impact.
Davis: You made the move from practitioner to industry solution partner in 2022. What inspired you to make the leap to the technology side of the LP ecosystem?
Langley: I was looking for a change. I started looking for ways to stay in the industry I loved but do something different. I wanted to continue helping LP leaders solve their challenges, but I also wanted to learn and grow in new ways. By moving to the solution provider side, I felt I could still support the industry while embracing the exciting changes brought by technology. Joining a solution provider that was disrupting the industry was a natural next step for me.
Davis: What were some of the biggest surprises or mindset shifts you encountered after moving to the solution provider side?
Langley: In addition to how hard they work, one of the biggest surprises was how different it is to work in a multi-vertical environment. As a solution provider, I have learned about industries outside of retail, like quick-service restaurants and auto services. I also saw firsthand how LP challenges can vary across different sectors, even though many share common issues. Understanding how a solution can be tailored to different industries was eye-opening. I also learned how critical it is to listen to the customer’s challenges and work together to create solutions, rather than assuming we have all the answers.
Davis: How has your experience in the field helped you better serve and relate to today’s LP professionals?
Langley: Having been in the trenches myself, I can empathize with the challenges LP professionals face. I’ve walked in their shoes, so I understand the pressure they’re under and the importance of finding solutions that actually work. This experience makes me a better listener and helps me approach problems with a sense of urgency and understanding. I also feel a deep commitment to solving those problems because I know how much they impact the day-to-day operations and overall success of a business.
Davis: Is there anything you think solution providers often overlook that you now try to do differently because of your LP background?
Langley: I think one of the biggest mistakes some solution providers make is not truly listening to their customers. They often assume they know the customer’s business better than the customer does, but that’s not the case. As someone who has been on the other side, I’m more conscious of the need to listen first and understand the challenges before proposing solutions. Every business has its own unique set of needs, and I think it’s important to be collaborative in finding the right solutions.
Davis: Having now seen both sides, what makes for a truly successful partnership between solution providers and LP teams?
Langley: Trust is the foundation of any successful partnership. Without it, no solution will be effective. Both sides need to be committed to working together to solve problems, and the solution provider must be responsive to the unique needs of the LP team. It’s about building a long-term relationship based on mutual respect and shared goals.
Davis: In 2025, loss prevention leaders are increasingly expected to be tech-savvy and strategic. How do you see the role of technology evolving in our field?
Langley: The role of technology in LP is only going to continue growing. We’re moving from a world where technology was a nice-to-have to one where it’s essential. Technology will continue to make LP teams more efficient, allowing them to do more with less. From AI to predictive analytics, technology is enabling LP leaders to not only react to incidents but also proactively manage risk and prevent loss. The next generation of LP leaders will need to be comfortable using technology to drive business outcomes, not just protect assets.
Davis: What innovations do you think will define the next era of LP leadership?
Langley: AI and automation are already making a significant impact in LP, and I think they’ll continue to shape the future of the field. AI can help us predict and prevent incidents before they happen, while automation streamlines investigations and reporting, allowing LP teams to focus on more strategic tasks. Cloud-based solutions will also play a huge role by providing LP teams with real-time access to data, making it easier to collaborate and act quickly. The combination of these technologies will enable LP professionals to work smarter, which is needed as their roles evolve.
Davis: From your perspective, how does integrating video with business data open up new possibilities for both LP and operations?
Langley: Integrating video with business data, such as POS systems or RFID, allows LP teams to move beyond just investigating incidents and start influencing behavior across the business. By linking video to data, LP teams can quickly identify patterns and address issues before they escalate. This integration also allows for more effective training and education, as managers can use real world examples from video footage to show what good behavior looks like. It’s about using data and video together to drive operational improvements and reduce loss.
Davis: What advice would you give emerging LP leaders trying to navigate both strategic and day-to-day responsibilities?
Langley: My advice would be to learn as much as you can about the broader operations of the business, not just LP. Understanding how LP ties into sales, customer service, and overall business strategy will make you a better leader. Also, never forget that LP is a people business. Your team is your most important asset, and building strong relationships and investing in their development will pay off in the long run.
Davis: You mention LP being a people business, how do you recommend leaders maintain influence and trust across store operations?
Langley: It’s all about building relationships. Whether you’re in a corporate or field environment, you need to have a network of partners who can support your initiatives. If you’re in a corporate setting, sell your ideas one-on-one before bringing them to the table. If you’re in the field, identify champions within your stores who can help you drive your message. By influencing others and building trust, you can expand your reach and make a bigger impact.
Davis: What excites you most about the work you’re doing today?
Langley: I’m excited to be part of a team that’s making a real difference in the LP space. The opportunity to help LP teams improve their operations and solve problems using innovative technology is incredibly rewarding. I’m also excited to continue learning and staying on the cutting edge of an industry that’s evolving so quickly.
Davis: How do you define success in this new chapter of your career?
Langley: For me, success is about helping others grow. Whether it’s my team or the LP professionals I work with, watching people grow and succeed is the most fulfilling part of my career. It’s about making a positive impact and knowing that you’ve played a role in someone else’s success.
