Pelco Pan Tilt Systems

Over the last year, we have continued to see the rise of manufacturers from China in the mid- to low-end market for video surveillance - a trend that currently shows no signs of tapering. Additionally, the shift from analog to IP systems has remained consistent, with end users increasingly looking to network-enabled devices to mitigate risk from both a physical and cyber perspective. Complex network attacks in 2016 demonstrated the need for increased network security for network-connected devices such as IP cameras and network video recorders. More and more manufacturers are considering the potential for such attacks when designing updates for existing hardware and software technology, strengthening password requirements, incorporating robust data encryption, and educating integrators and end users on how to put protocols in place to protect the valuable information being collected. Increased Security Collaborations Today’s surveillance technology - and the new innovations right around the corner - incorporates more IT protocols in response to high-profile cyber incidents. As a result, IT standards will finally start being adopted by security system manufacturers over the course of the next few years. At the same time, we'll see increased collaboration between IT and security leaders within enterprises. Intelligent, Big Data Analysis Video technologies such as panoramic 360-degree cameras with advanced dewarping capabilities are being rapidly adopted, along with video analytics software that enables the extraction of data for business intelligence, apart from just security video. The future includes more widespread availability of cloud technologies and services. In 2017, we can look forward to the more widespread adoption of intelligent analytics and big data analysis, which has the potential to streamline processes and optimize sales operations for organizations to drive new levels of business intelligence. See the full coverage of 2016/2017 Review and Forecast articles here Save

Think of crisis management and emergency planning as a  customer service Do you have a written emergency management plan? Where is it? When was the last time you updated it? Developing and writing a corporate or organizational emergency management plan can take a long time. Once completed, however, the plan is there for you to access when you need it. In fact, that’s wrong. According to crisis management authority Michael J. Fagel, emergency planning is supposed to take forever, and it should never go onto a shelf where no one might ever look at it again. “Emergency planning for crisis management is never finished,” Fagel said. “Security is a process, a continuing task that you modify and refine to meet changing circumstances, while continuing to work on improving the overall system.” Fagel has spent nearly four decades in fire, rescue, emergency medical services, law enforcement, public health emergency management and corporate safety and security. His experience includes responding to crises and disasters including the Oklahoma City Bombing and the World Trade Center in the wake of the 9/11 attacks. He also led a team of experts that authored the 2013 book “Crisis Management and Emergency Planning: Preparing for Today’s Challenges,” which was published by CRC Press, Taylor & Francis Group. For Fagel, the security process moves forward through clear communications. “Emergency planning is a culture with a communications methodology, where people in a hierarchical structure or chain of command work together to make things work.  “By communications, I don’t mean radios, email and texting. I mean talking face-to-face and person-to-person. Think of crisis management and emergency planning as customer service. You, as my customer, make me understand what you need, and I provide it.” But It Won’t Happen Here The worst probably won’t happen, but something will undoubtedly happen. Maybe it won’t be 9/11, but there will be a crisis. So you need a plan, one that evolves and keeps pace with your organization’s risks and vulnerabilities. And you need your plan now. “Crisis management begins before the crisis,” said Fagel. “You can’t pass out your crisis manager business cards as the police arrive in response to an active shooter or bomb threat at your facility. According to crisis management authority Michael J. Fagel, emergency planning is supposed to take forever “You need to form relationships with first responders far ahead of time. You as the crisis manager must sit with the head of security and the building or campus manager and talk about and develop the plan.” Then you have to practice or drill the plan, continued Fagel. As your town’s crisis manager, what will you do if you lose the only hospital you have in your small town? Figure out what that means: It means that your response time to medical emergencies has grown from minutes to unacceptably high, because your town’s two ambulances must deliver patients to the hospital in the next town, which is 40 miles away. You should have talked to the EMTs and asked them what equipment they would want if you had to put together a couple of temporary ambulances. You would also have to find vehicles. Would the police lend you two vans? Do you live in a tornado alley? What happens if a tornado tears into your town’s middle school? Do the schools have a plan? You should probably talk to them about linking their plans with yours. “Crisis management and emergency planning require discussions, information, problem solving and facilitation ahead of time on a continuing basis,” says Fagel. “What are the risks and vulnerabilities? How can you mitigate risks and vulnerabilities? A crisis manager thinks and communicates about these issues daily, imagining what might happen and how to respond.” Currently, Fagel teaches courses in homeland security, terrorism, biodefense and other crisis management and emergency planning subjects at the Illinois Institute of Technology-Stuart School of Business, Masters in Public Affairs Program. He teaches similar courses at Northwestern University in the Masters of Public Policy and Administration Program. He also teaches courses in masters programs at Northern Illinois University, Benedictine University and Eastern Kentucky University.

IT networks are expanding to include more users and applications The use of corporate IT network infrastructure for physical security applications such as video surveillance presents unique challenges. Jack Fernandes, President & CEO of American Fibertek, makes a case for separate networks using specialized equipment and technologies specifically designed for video surveillance which could also integrate other physical security functions. In today’s business world, corporate IT networks are not only expanding to meet accelerating demand, but also to include more users and applications. As businesses use information technology (IT) to collect data from every corner of their business, the term “LAN sprawl” has been suggested to describe the multi-dimensional growth that is putting new stresses on the corporate network. One of the issues that comes with the expansion of local area networks (LANs) is how to control the network infrastructure, especially in relation to allowing users to access data.Given the transition of the physical security industry to systems based on Internet protocol (IP), often that data traveling along the enterprise LAN is related to physical security, including video surveillance. Video data can challenge networks both because it uses a lot of bandwidth and because the user has a high expectation of real-time video without latency. As growing networks accommodate the demands of more users and applications, it has become increasingly difficult for a video surveillance or security system to operate effectively. Many companies are concluding that the best approach is a separate IT infrastructure that is dedicated to video and other security systems.As the amount of network information flowing at any given time can lead to recording and viewing problems, video security systems should have their own network rather than running on a shared database. This approach can also take advantage of IT networking innovations designed specifically for the video and physical security marketplace. Advantages of a separate IP Network  for surveillance videoTraffic on a video-specific network does not have to compete with other network data or deal with video quality issues. Dedicating a separate network to video applications enables the system to be designed especially for that purpose, including use of technologies to maximize functionality and dependability. Traffic on a video-specific network does not have to compete with other network data Performance-maximizing technologies for video networks include devices to monitor the efficient operation of the network. Such devices take into account variables such as power, environmental conditions and bandwidth usage. Network technologies designed for security/video systems can also facilitate integration of a range of security-related functionality.The Unique Needs Of Physical SecurityPhysical security information systems, including video, are critical to a company's security operation and general well-being. The security mission requires fail-safe systems that operate dependably over long periods of time, as well as those that are ready to respond when needed. Security systems also must be scalable, flexible and able to adapt to a company's changing protection needs, and should not have to compete for network resources with the growing number of other applications and users on the enterprise network.Video’s bandwidth and system needs are too extensive for it to be relegated as part of an already overburdened corporate network infrastructure. Security has historically operated separately from other corporate functions, an arrangement that supports its distinctly focused mission and enables information systems for video and security applications to operate effectively and mostly independent of other corporate operations. The security market has unique needs. Not all IT is suitable or appropriate for IP video surveillance. It takes specialized equipment to meet the specific needs of the video and security market.

Pelco, Inc., a global pioneer in intelligent video solutions, announced the appointment of Kurt Takahashi as Chief Executive Officer, effective November 1, 2019. Previously, Takahashi held the position of President of AMAG Technology, a global end-to-end security management platform. At AMAG, his innovative leadership transformed the company from being an access control focused business into an open, innovative security management solution specializing in access control, video surveillance, visitor management, identity management, incident and case management, and a fully integrated command and control software suite. Deep connections in the industry Prior to AMAG, Takahashi was the Vice President of Global Sales and Marketing at Quantum Secure where he led sales, business development, and marketing to drive global pipeline and top-line revenue growth. “During this time of transformation, there is no better person to lead Pelco than Kurt Takahashi,” said Russ Roenick, Pelco’s Chairman of the Board and Managing Partner of Transom Capital. “Mr. Takahashi is a proven leader with deep connections to Pelco and the industry." "With over 20 years in the physical security sector, his reputation with customers, dealers, consultants, and technology partners is invaluable. We know Kurt’s business and technology vision, executive experience, and ability to bring people together to achieve success will propel Pelco into a leading position in the security industry.” Distinctive video solutions “I am honored to have this opportunity to lead Pelco. We have a strong brand with talented and motivated people. I’m looking forward to accelerating our ability to deliver innovative, distinctive video solutions and experiences back to our customers,” said Mr. Takahashi.

The next chapter of the Pelco saga began in May when Pelco Inc. was acquired by Transom Capital Group, a private equity firm, from Schneider Electric. Since the acquisition, Transom Capital has been working with Pelco’s management and employees to define and direct that next chapter. “The more time we spend with the company, the more excited we are about the opportunity,” says Brendan Hart, Vice President, Operations, Transom Capital Group. In addition to his position with Transom, Hart has taken on an interim line role at Pelco as Vice President of Product and Strategy. After helping to oversee Pelco’s rebuilding phase, he expects to step away from daily involvement over time. “We have gained an appreciation for nuance [since the acquisition closed],” he said. “The channels, the relations, how people buy in this industry are very nuanced. Who’s gone where and who’s done what? The interplay of hardware and software. We have gained appreciation for the nuance. And we need to be surrounding ourselves with people who know the industry, who know the multi-dimensional areas.” Transition from analog to IP systems We have to focus on who our customers are specifically and understand their needs” It’s a “transformative moment in the industry,” says Hart, given industry changes such as price erosion and the transition from analog to IP systems. “We are about to go into the world of added intelligence. It’s an interesting time to buy a security company.” Hart says the Pelco brand still has value: “The market is rooting for us.” There is also a strong portfolio of people and products to build from. Pelco maintains its headquarters in Fresno, Calif., and has a presence in Fort Collins, Colo., near Denver, and a sales office in the New York area, not to mention many global employees who work remotely. A new CEO is being recruited; otherwise, “we have a great executive team” in place, including Brian McClain, COO and President, says Hart. “In defining the new company, we have to decide first and foremost what we want to be,” says Hart. “What can we provide customers? We have to focus on who our customers are specifically and understand their needs and use cases.” Part of defining the new company is to become more aligned with a specific set of verticals that fit with Pelco’s capabilities (although they are not saying which verticals those are yet). However, “we can’t ignore what we are today as we make the transition,” says Hart. Innovation in products We want customers to see innovation in products to a point when people will say ‘this is Pelco’" “We have to let the products and experience speak for themselves. We’re focused on getting our ducks in a row and going in a new direction, but actions speak louder than words,” he says. The changes will be “more organic;” don’t expect to see a big announcement. “We want customers to see innovation in products and customer support and get those things to a point when people will say ‘this is Pelco,’” says Hart. Although not exhibiting at GSX, I found Pelco occupying a meeting room near the show floor. The room gave the company a chance to respond to integrators and consultants at GSX who had questions about what was going on with the acquisition. “Everybody is rooting for us, and we wanted the ability to get out and say ‘we’re here, we’re doing things, and we’re excited about the future,’” said Stuart Rawling, Pelco’s Vice President, Market Strategy. “This is a time for people to come and see us who maybe haven’t seen us in a while.”  By ISC West in the spring, Pelco expects to have a clear message of who they are and where they’re going, he says. Aligning needs of end user “We are excited about the work we are seeing internally,” which includes “aligning resources in the right way,” says Rawling. “The fruits of the labor are being seen internally now. We will be launching new products in the next eight months, although there will not be a defined moment in time when we say ‘this is it.’  It will just be happening. Next year will be an exciting time industry-wide, and product-wise, and Pelco will have a strong voice. Brendan and team have kept us extremely busy,” says Rawling, who also was part of Pelco in the “glory days” before the acquisition by Schneider Electric. We’re so optimistic, when you combine the people and the brand and what’s happening the market” “The work product has been so transformative mindset-wise for the employees. Everybody has had the opportunity to talk to the [new] owners about what type of company we are. We can set our own vision and get reenergized and get back to the core belief of what Pelco was and what it should be. We are the master of our own destiny, aligning needs of end user with the products we can deliver. We are putting the right processes in place that work for this market. It is an exciting prospect.” In the new era, Rawling expects to target marketing more toward end-users, because they have more influence on product selection than ever before, he says. End users often learn about new products online, so Pelco will be looking to target its marketing toward educating various vertical markets about available technologies and their use cases. “We’re so optimistic, when you combine the people and the brand and what’s happening the market,” says Hart. “We have to do the work. We’re excited about what we are seeing internally.”

The Open Security & Safety Alliance (OSSA), an industry body comprised of leaders, influencers and innovative organizations from all facets within the security, safety and building automation space, celebrates its one-year anniversary. Within its first 12 months, OSSA attracted 30+ members ranging from device manufacturers, software developers and system integrators to distributors and system on a chip (SoC) companies – helping lay the groundwork for improved security, safety, building automation and business intelligence solutions. Open security and safety ecosystem We’re truly pleased at the progress achieved in just our first year by establishing an open security and safety ecosystem" “Through OSSA, we have competing and complementary institutions reaching across aisles and stepping outside of their brands to work together to push our whole industry into a new, more prosperous and efficient direction,” said Johan Jubbega, President, Open Security & Safety Alliance. “We’re truly pleased at the progress achieved in just our first year by establishing an open security and safety ecosystem comprised of 30+ renown companies, and having a market-changing digital marketplace and first commercially available video security camera offerings underway for year two as the Alliance continues to provide guidance and interpretation of common standards and specifications to promote more intelligent, productive solutions for users.” Operation and maintenance of products Currently, security and safety solutions are fragmented and there is no collaborative approach to systems working together for bigger-picture success. Large amounts of data are left untapped in siloed systems that through cooperation can instead be utilized for better living, safety and security purposes. OSSA’s mission is to work with market players to all start from the same ‘recipe’ when it comes to the development, deployment, operation and maintenance of products, software and services. The Alliance’s vision is that the majority of the security and safety industry works with a common, vendor-agnostic operating system (OS) and IoT infrastructure – and agrees to implement or adhere to common approaches defined for common challenges like data security, privacy, product performance and easy consumption of data across multiple solutions. Collaborative digital marketplace They also started to define the common approaches and establishment of a shared IoT infrastructure This will substantially fuel usability and trust when it comes to security and safety solutions that are built on the foundations set forth by OSSA. From there, companies can differentiate through apps by way of a collaborative digital marketplace – similar to how we all access/download/use applications between an app store and our smart phones and other digital devices.   Already within its first year, OSSA member companies created the first common Technology Stack specification including the definition of a common operating system for video security devices. They also started to define the common approaches and establishment of a shared IoT infrastructure, including a digital marketplace. This framework allows the trapped – and mostly unused – data captured by any brand of device to be unleashed and available for good purpose. It also reduces friction when conceiving, deploying and maintaining security and safety devices, systems and settings and inspires innovation by opening the doors to data interpretation and possibilities. This platform revolution that OSSA envisions will benefit everyone involved. Significant outputs from Alliance workgroups Significant outputs from Alliance workgroups over the past 12 months include: Documentation of a common Technology Stack including the definition of a common vendor-agnostic OS. First description of a common market approach to data security and privacy. OSSA member Security and Safety Things GmbH (SAST) realized a first version of its OS as set forth in the common Technology Stack defined by OSSA – enabling the creation of prototype cameras. Together with SAST’s first open app store for security cameras, various innovative applications were showcased this year from ISC West 2019, IFSEC 2019 and GSX 2019. The commercial launch of the platform is planned for Q1 2020. OSSA members fulfilled their first prototype cameras based on the commonly defined Technology Stack and OS, and showcased them throughout 2019 at ISC West, IFSEC and last week from GSX. Change for the betterment of the industry The Open Security & Safety Alliance’s five founding companies – Bosch Building Technologies, Hanwha Techwin, Milestone Systems, Pelco™ and VIVOTEK Inc – are joined by 25+ other inventive international players that currently comprise the OSSA member roster. The Alliance is designed to include everyone and offers membership levels to meet the needs of companies big or small. Benefits of joining OSSA include access to the Alliance framework and the ability to connect, discuss, influence and collaborate with other Alliance members to steer change for the betterment of the industry.