Mark Crowley 

Group Director of Risk & Customer Care at TPRG

Retail crime is no longer just about the occasional shoplifter – it has become a sophisticated, costly, and growing challenge for businesses of all sizes. We sat down with a leading Retail Risk Director to uncover the latest trends, strategies, and innovations that are shaping the fight against theft.

With over two decades in retail operations and risk management, Mark Crowley has built a career at the intersection of safety, security, customer experience, and brand protection.

As Group Director of Risk & Customer Care at Theo Paphitis Retail Group, he oversees a complex portfolio of responsibilities across three distinct UK brands Ryman, Robert Dyas, and Boux Avenue, each with its own challenges and customer base.

His approach is rooted in clarity, accountability, and integration: bringing together people, process, and technology to protect both colleagues and customers in an increasingly complex trading environment.

Retail, he says, is a sector that “can never stand still.”

Success in risk management today demands constant evolution, staying all in, all the time. For Crowley, prevention isn’t just about stopping theft; it’s about creating the right culture, harnessing data intelligently, and ensuring that security complements, rather than compromises, the customer experience.

The Changing Face of Retail Crime

What are the most significant retail crime trends you’ve seen emerging in the past 12 months?

“Unfortunately, we’ve seen a marked escalation in the scale and sophistication of retail crime.

“It’s no longer just dominated by isolated or opportunistic shoplifting, we’re dealing with coordinated groups, organised networks, and individuals who view theft as low risk and high reward.

“The rise in violence and aggression toward store colleagues is a particularly concerning trend – it’s why we have joined forces with industry leaders and other retailers, together with the likes of ShopKind and the Retail Trust and their ‘Let’s Respect Retail’.

At the same time, fraud has evolved beyond the shop floor, we now see complex refunds and online scams that demand as much attention as physical security. It’s the perfect storm for retailers.”

Organized vs. Opportunistic Theft

How are retailers adapting their strategies to deal with organized retail crime groups versus opportunistic shoplifters?

“It’s vital to recognise that these are two very different threats. Organised crime requires intelligence-led partnerships, sharing data across the sector and with law enforcement, and using analytics to identify patterns rather than incidents.

“Opportunistic theft, on the other hand, can often be reduced through good operational discipline, staff engagement, and well-designed store layouts.

“The best retailers are taking a layered approach, combining visible deterrents with behind-the-scenes intelligence and robust investigation capability.”

The Role of Technology

What role do new technologies – such as AI-powered CCTV, RFID tags, or smart sensors – play in preventing theft today?

“Technology has changed the game, but it’s not a silver bullet. AI and analytics are allowing retailers to identify behavioural anomalies, track repeat offenders, and improve stock visibility in real time. However, success lies in integration, and it’s important to recognise that technology should enhance, not replace, human judgement. We’re now seeing value in blending physical and digital security to build a more complete view of risk across the business.”

People Still Matter

How important is the presence of trained security staff compared to purely technology-based solutions?

“The right training is essential. People remain the cornerstone of any effective prevention strategy. “A well-trained colleague who knows what “normal” looks like in their store will always be more effective than a passive system. The balance lies in using technology to support and inform human decision-making, ensuring store teams feel empowered and protected, not replaced.

“Retailers who invest in colleague confidence and capability will always outperform those who rely solely on hardware.”

Balancing Security and Customer Experience

How can retailers balance strong security measures with providing a welcoming shopping experience?

“The best risk management is almost invisible to the customer. Retailers have to build environments that feel safe but not restrictive. That means designing security measures that are brand-appropriate, discreet where possible, visible where necessary.

“Training our colleagues to handle incidents confidently and empathetically also makes a huge difference. Customers judge brands as much by how they respond to disruption as by how they prevent it.”

High-Risk Areas in Stores

Which products or zones are most vulnerable to theft, and how should retailers prepare?

“High-value and high-demand products, electronics, health and beauty, and branded household goods always remain key targets. But risk shifts quickly with trends and the economy. The key is agility: using data to identify where losses are emerging and responding early with targeted measures.”

Working with Law Enforcement

What best practices exist for retailers to work with police and community programs?

“Partnership is critical. Retailers must move beyond simply reporting incidents and instead build active working relationships with police and business crime reduction partnerships. Sharing intelligence, providing clear evidence, and showing consistency in follow-up sends a strong message of zero tolerance. Collaboration also helps ensure retail crime is treated as the serious societal issue it has become, not a low-priority nuisance.”

Empowering Store Staff

How vital is staff awareness and training in spotting suspicious behaviour?

“Training underpins everything. Awareness builds confidence, and confidence builds consistency. When colleagues understand what to look for, how to respond safely, and how to escalate effectively, the whole organisation benefits. It’s equally important that our colleagues feel supported. It’s key that they know their safety and wellbeing comes first.”

The Business Case for Security

How can retailers justify security investments when under pressure to cut costs?

“Security isn’t a cost centre; it’s a performance enabler.

“Shrinkage, fraud, and disruption erode profitability just as surely as poor trading decisions. The challenge is to quantify that, to show that investment in prevention delivers tangible returns in stock integrity, colleague safety, and customer confidence.

“Retailers that treat risk management as part of the commercial equation, not as a separate function will always see the long-term benefit.”

Looking Ahead

What innovations will shape the future of retail crime prevention over the next 5 – 10 years?

“We’ll see increasing use of AI and data-sharing networks that enable retailers to collaborate more effectively on crime intelligence.

“We should expect smarter systems that predict risk rather than just record it, and you’ll see increased crime linking and data sharing through Retailers and Police.

“The retailers who succeed will be those who combine human insight with technological capability and who understand that security, service, and brand trust are all part of the same equation.”

A Final Thought

Retail crime isn’t going away and it continues to evolve. For retailers, the key is a layered approach: combining skilled people, smart technology, and close collaboration with the wider community. As our expert points out, prevention is no longer just about protecting stock, it’s about safeguarding our colleagues, customers, and the long-term sustainability of retail businesses.