Artificial intelligence is transforming industries at an unprecedented pace. Organizations are investing heavily in automation, predictive analytics, and intelligent systems designed to improve efficiency and support faster decision-making.
But amid the excitement surrounding AI, many organizations are overlooking a critical reality: technology can only be as successful as the people using it.
“Organizations miss a significant opportunity when they focus too heavily on technology itself and not enough on workforce transformation,” says Chrissy Toskos, Chief People & Experience Officer at Securitas North America. “Technology can accelerate change, but people are the ones who adapt, innovate, and create value.”
As industries race to adopt new technologies, workforce development is becoming a critical differentiator. Organizations that fail to invest in employee growth risk creating a gap between their ambitions and their ability to execute. “The most successful transformations will be the ones that advance both technology and people,” Toskos says.
This challenge is especially relevant in the security industry, where intelligent systems are rapidly reshaping how organizations identify, assess, and respond to risk.
According to Connor Nash, Director of Digital Transformation & Innovation at Securitas North America, AI is fundamentally changing what modern security operations can achieve.
“By blending advanced hardware with immense data-processing abilities, AI becomes like a powerful engine of intuition,” Nash explains. “It continuously collects and analyzes large streams of real-time telemetry, helping security teams identify anomalies, predict risks, and uncover patterns that would be difficult to detect manually.”
This evolution is moving organizations beyond traditional security models and toward more proactive, intelligence-driven operations. AI enables security teams to anticipate issues earlier, reduce operational noise, and make faster decisions. Yet Nash is quick to point out that technology alone cannot deliver effective security outcomes.
“While machine learning is exceptionally fast at identifying what is happening, it is entirely blind to why it matters,” he says. “Deciding how to respond requires balancing safety, legal obligations, organizational priorities, and human behavior. That level of contextual judgment remains uniquely human.” This is where technology and workforce development intersect.
At Securitas, the phrase “human in the loop” is more than a technology principle. It reflects a broader philosophy about the future of work.
“Technology can provide information, identify patterns, and support decision-making, but human judgment remains essential,” says Toskos. “Security is ultimately built on trust, and trust is human.”
Security professionals regularly assess complex situations, communicate with diverse stakeholders, exercise empathy, and make decisions in real time. Those responsibilities cannot be fully automated.
“We view technology as a tool that enhances human capability, not a replacement for it,” she says. “The strongest security outcomes are a result of combining intelligent systems with skilled, well-trained people who can apply judgment and make informed decisions.”
As technology becomes more integrated into daily operations, the role of the security professional is evolving as well.
“The traditional image of a security officer defined by a physical post is rapidly changing,” says Nash. “We’re moving toward Security as a Platform, where frontline teams operate as digital command professionals using analytics, connected devices, and intelligent systems to proactively identify and address risks.”
That shift requires new capabilities.
Nash believes future security professionals will need a blend of technical proficiency and critical thinking. Skills such as data literacy, system fluency, AI interaction, and output validation will become increasingly important.
“Knowing when AI is wrong may be just as important as knowing when it’s right,” he says. “Professionals must be able to critically evaluate outputs and ensure that technology supports sound decision-making.”
Preparing employees for this future requires intentional investment from employers. “Organizations cannot simply expect employees to adapt to technological change on their own,” says Toskos. “We have a responsibility to provide the resources, support, and pathways that help people build new skills and prepare for what’s next.”
This belief helped inspire the launch of the SecureU Education Benefit Program powered by Guild. While the program provides frontline employees with access to 100% tuition-paid education and career pathways, its underlying philosophy is much broader. “SecureU reflects our belief that education is not simply a perk. It’s workforce infrastructure,” Toskos explains. “It’s a long-term investment in our people, our capabilities, and our future success.”
“Education strengthens the entire system,” she says. “Just like technology or operational capabilities, learning helps build adaptability, resilience, and readiness for the future.” She views education as a strategic investment rather than a traditional employee benefit.
As organizations continue navigating AI-driven transformation, both leaders believe the conversation needs to evolve beyond technology alone.
The future is not about humans versus AI. It is about creating environments where both can succeed together. “Technology may continue to become more capable,” says Toskos, “but people will remain the deciding factor in how those capabilities are applied.” And in an increasingly intelligent world, that may be the most important investment organizations can make.
