Loomis Houston Corporate
ATTN: Lars Blecko
2500 City West Blvd, Ste 900
Houston, Texas 77042
Dear Mr. Lars Blecko
The secret to Loomis success can be found in two important facts (1) Surround yourself with some very smart people and (2) encourage innovation to eliminate waste, fraud, and abuse that is being produced at the branch level. There are intellectual and systematic failures at Loomis, Grand Rapids, Michigan. This report is to enlighten and may seem rather lengthy, but leaves no agenda unexposed and no truth untold. The authorship of these words is not formed from a single effort but gathered from a collective of those who care, and those who dont.
The employees at Loomis, Grand Rapids are utterly convinced that there is more than just a little something wrong with the thinking process of management and supervision, to the point there are clinical psychiatry concerns. Over the past two years, this base lost over 300 customer locations, approximately 8-routes were cut, at least 20 full-time employees have voluntarily terminated, and an unknown number of employees did not stay to the end of their probation period.
An accountant would conclude that what we have here is not a deficit of a few thousand dollars but a loss of revenue into the millions of dollars. First, employees dont come cheap at $7,000 per hire, not counting the loss of a registered gun, training time, physical certification, clean criminal background, and good credit rating. Second, customers dont come easy especially multiple-stop customers who are paying $1,000, 000 annual contracts. This should be of great concern since more customers are poised to bail by years end.
Any competent leader could see a direct reflection of poor leadership and lack of managerial skills when problems like theses occur. The debacle inflicted upon the Armored Service Technicians (ASTs) by this branchs administrations feckless lack of attention in business continuity and its historic neo-managerial foolishness remains a staggering indictment of this benighted management team.
Trend of unethical proportion
Is reduction disproportionate to growth? In this report, everything is connected to everything else; it all depends on how loose you accept the connection. What is most disturbing is the trend of unethical proportion never seen at this level of incompetency. This branch manager absolutely believes this base needs more leverage for reduction rather than strong marketing for growth. We have become an organization of total strategic failure.
The management must think growth and set the tone of growth thinking—it can't just be about restraint, dropping customers, reducing rates, cutting routes, eliminating full-time employees, and restricting employee hours. Growth must be about expanding, transforming, and strengthening the organization for high performance operations.
There appears to be a hint of narcissism leading to sociopathic unbalance with a high level of complacency to security. The branch manager made a comment to a number of ASTs that team members were making too much money, and through attrition every full-time employee would be replace by a part-time employee.
This statement was an absolute insult, and leads to concerns that bridle a deprecatory environment and disrespect to the entire workforce, particularly for those at risk trying to make a decent living, raising a family, and paying their bills. The branch managers attitude and comment is of great concern to all employees.
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