Private Investgator Experience: Cases of A pi: Episode 71

Episode Transcript

(00:01):
Hello, this is the PrivateInvestigator Experience podcast.
I'm your host, Phil Little.
Thank you for joining me todayon this episode as we look at
how we put together undercoveroperations, strike force units,
and other, situations in, theprivate sector.
First, I want to thank all ofyou who have been subscribing

(00:22):
and sharing the post.
Thank you so much.
That is a great help in buildingour channel and helping us be
able to improve our show as wegrow.
Today, I'm going to be sharingsome cases and how we set them
up.
These are questions that I'vebeen asked, not only of the
podcast, but over the years.

(00:43):
And I'm going to give you someinsight into that.
I've had the privilege ofhelping many investigators get
started in their own businessesby sharing what I have learned
and giving them ideas on how toestablish a growing long term
business.

(01:04):
One of those first things wehave to learn in any small
business starting out, it's howto collect our money, but then
how to spend it.
Before we get into the casework, today of a PI and global
security firm, I want to showsome thoughts with you about our
future as a nation and even intoour world.

(01:24):
As you know, I look at eventsout around the world that can be
happening that could and willaffect us here at home if if
we're not being proactive in ourown communities starting with
our home to protect ourselves.
Today, the environment haschanged in our society.

(01:44):
So it's more difficult in theprivate sector to deal with
situations where laws are brokenbecause the public sector is
under such an attack fromspecial interest groups from all
sides.
And many times they don't wantto get involved.
I think we're seeing a shift inthe American people.
I think we saw it November the5th.
People have said enough isenough from.

(02:07):
All sides of the politicalspectrum, Democrat, Republican,
libertarian, or, or independentto whoever they might be.
They're saying we've had enoughof this woke society of
lawbreakers being able to runrampant and not even be held
accountable for thefts and,break ins and other in action

(02:28):
that the inaction of thesepublic officials in these areas
have led to a breakdown in oursociety and turned our
communities into a lawlesssociety.
But now I see a glimmer of hope.
What can we do to help ourselvesnot just be at the mercy of

(02:48):
people who have their owninterests first and are willing
to walk over our rights if thathelps their advancement.
The greatest danger I see thatwe have is deception.
And if you've looked at theBible, I have a biblical
worldview that I operate from.
I work my cases from myexperience in the military law

(03:08):
enforcement, intelligence andglobal security service.
And I just add a touch of mybiblical worldview.
We find a deception was whatstarted all the problems we have
today, back at the Garden ofEden.
So deception, though, is gettingmuch more prevalent and easy to
do, and I talked about that in arecent post about AI and how AI

(03:32):
generated people makes a personlook real, but they're just
being animated by the AI thatcould lead us astray very easily
if we don't know what the realis.
There's just such an evil thatit's deception today.
More destructive.
And in fact, I think I've seenit accelerated to warp speed in

(03:57):
the last five years of deceptionin our society.
With all the advancements, Ithink the only hope that we
really have is to fortifyourselves with knowledge of what
is true and what is real.
Know, the real thing So we canrecognize when deception comes,

(04:17):
we will know how to avoid it andto distance ourselves from it
and from those who promote it,even with all the changes in our
government.
Which brings a great hope for2025 and all of them.
The battle to drag us down willcontinue.
There are those who want notonly to bring us down as

(04:38):
individuals and get us undertheir control, but they want to
bring the country down andchange our whole way of living
and get rid of our Constitutionand move to a totalitarian type
government.
So.
My challenge to you, and to me,step out of the crowd, become

(04:59):
your own investigator, dig outthe truth, and then share it
from the housetops.
One area for us to becomeproactive on is to learn about
AI, which I just mentioned.
Not only its positives, but itsnegatives, there are hidden
dangers that we should learnabout.
Remember, all good inventionscan be also used by evil people

(05:23):
who want to harm us.
Okay, let's move on now.
Let's look at how we set upundercover assignments.
You know, that's one of theareas that everybody seems to be
fascinated with.
Oh, I would make a goodundercover agent.
I would just love to be aprivate investigator and find
out things that nobody elseknows.

(05:43):
And that probably isn't a lot ofus that why we get into this
field.
We have a personality that likesto know what's going on and know
things that others don't know.
As I set up protocols for a newundercover case, I use much of
what I have learned ingovernment operations, but I did
even more backstopping to theidentity of the agents and

(06:06):
giving them protections.
After setting up hundreds andhundreds of undercover
operations that are going oninside of companies where we put
agents inside as employees theinitial contact with us from the
client is usually very similaras to why they need undercover
agents to work inside.
One reason is that theiraccountants were telling them

(06:29):
they were losing profits tointernal, theft and pilferage.
And since they didn't have anyfacts to tell them how, when,
where or who, they came to WestCoast Detectives to investigate
and get the facts for them.
A second approach from clientswould be when they get an
anonymous letter or, or tip ontheir tip line.
Many companies have tip linesfor people could call in with

(06:50):
tips about what's going on.
And usually they were tips abouttheft, drug usage, drug sales,
and they would call to say,well, I don't know where a
private investigator can helpus.
A client would ask, and after Italked to them a few minutes, I
would be able to tell them, yes,we can help you.
So, from this moment on in ourconversation, we would center

(07:12):
around how company wasstructured, how many employees,
how many shifts, and all theyknew about what could be going
on.
I would find out everythingabout their workforce makeup,
male, female, ethnic breakdown,so we could know the type of
agent that we needed to put in.
The type of agent is critical tothe success of the operation.

(07:36):
If we had mostly female workers,we wouldn't want to put in a
male agent.
The same thing with the ethnicdivision.
As an example, if we had mostlyAsian workers, we would want to
put in an Asian agent that wouldfit in with the workforce.
We would get details on the typeof jobs, looking for a job for

(07:56):
the agent that would give themthe most mobility to be able to
interface with the mostemployees and areas of the
company, not, not station themoff in one corner in a section
where they wouldn't really haveany interfacing with with a
variety of employees.
And then the skill level of thejob is, is very important.

(08:17):
Probably the majority of ourundercover assignments are more
unskilled jobs, like warehousesor, or types of work that there
isn't any technical trainingreally needed, but we've had
undercover agents in as banktellers, aerospace workers,
bartenders, engineers.
Every kind of specialty workthat you can think about.

(08:38):
And so, in those cases, we haveto find and recruit an
undercover agent if we don'talready have somebody on our
staff.
And in many cases, in thoseassignments, we don't.
My next question to the clientis about their HR department,
how they operate, and willsomeone in HR know about the
agent placement?

(08:59):
We would have assignments whereHR directly would know, so they
would help us make sure that theagent got hired and put in the
right area.
In some cases, though, wewouldn't have the help of an HR
department, so we had to be verydetailed about the kind of
employee they were looking for,what they wanted to see in the
person, how they wanted them todress and act, and the things

(09:23):
they wanted them to share, sothat they would have the right
look, mannerisms, and the persondoing the interviewing, not
knowing they were coming in asan agent, would be drawn to them
because they had been briefedthoroughly on how to talk and
what to say.
Sometimes we would get a realcurve when the client would say
they weren't hiring.

(09:43):
Okay.
And it's a way we can putsomebody in.
How can we do this?
I would set up a time, go to thecompany.
We'll go through employee filesand look for any potential
current employees that we couldrecruit as an agent.
We had some specific things wewould look for.
Personality, how long they'dbeen there, what, where they

(10:04):
were working, and after gettingsome prospects, I would have
myself introduced as aconsultant helping the company
through growth changes.
I would contact the employee andsay, I would like to talk to
them and get their input abouttheir job and the company and
what Suggestions they might haveon areas and I would invite the

(10:26):
employee.
And if it was a usually a maleemployee, occasionally would be
a female, but normally a maleemployee and to bring his wife
and we would go to dinner at thedinner.
That's where we got acquaintedand talked about the company in
their job.
I would say something like thecompany is having some internal

(10:49):
issues.
Okay.
And we could use your help insolving the problems.
Then, I would, while looking atthe wife, I would say, how would
you like to make some extramoney?
with out many extra hours ofwork.
And I would just be focusing onthe wife, without fail.

(11:12):
The wife would interject, ofcourse, he would like to help.
Now the hook was set and thenext steps were to do a detailed
background, holograph find outeverything we could about the
subject, making sure that weweren't going to have somebody
that was going to tell the otheremployees what was going on.
We've developed agents like thisin a lot of cases.

(11:34):
And I don't remember ever havinga failure With an agent alerting
other employees about the UCoperations we, we've been very
fortunate.
So you have to get creative in aPI work.
There's no set norms and everytime the same thing works.
So that was an area that Ilearned early on that I needed

(11:56):
to get creative and we developedthat protocol.
Now, after doing this, theaction moved to our side.
If we were placing the agent andnot having one internally, we
had to select the right agentfully from our current staff.
But if we don't have someoneavailable, we try to search to
develop a person or persons withthe right skill and personal

(12:20):
character traits.
Many of our undercoverassignments would have multiple
agents.
If we had three shifts, manytimes we'd have a person on each
shift.
Or we would have a person thatwas going out also and driving a
delivering product.
Now, we wanted to make sure wehad a person that had the skill

(12:41):
sets and but also.
The personal integrity.
they just have this, characterthat drives them to doing what's
right, no matter what's going onaround them.
So, we were driven to find thisbecause we had some mistakes
over the years.

(13:03):
Not many of the prevention wetried to do, but when we had
one, we learned from it.
Selecting this agent is the mostimportant part of the UC setup.
Because we have to knoweverything about the agent.
So we do a deep diveinvestigation into their
background.
And then we do a psychologicalprofile.

(13:26):
And finally, if they pass allthat, we then do a polygraph,
just to ensure there's notsomething hidden that we haven't
picked up.
I, I found that the best andmost efficient and effective
agents aren't former policepeople, unfortunately.
Nothing against the former cops.
I'm one.

(13:47):
And I've had a lot of police andfederal agents former FBI, CIA
Secret Service people work forus and they're awesome and
great.
But if someone has been inpolice or public sector work,
They develop habits and traitsthat will subconsciously give
them away to a streetwiseperson.

(14:09):
Just how they stand and how theywalk.
There's just something thatafter years of police work we
give off this thing about, we'rea little more than what it may
seem.
I found the best candidate foran undercover operation is a
person with a good, outgoingpersonality, who's easy to talk

(14:32):
to, who likes talking to people,who's one that people will just
open up and talk to.
And the agent then needs to besmart, streetwise, and think
fast on his or her feet.
So it's, and with most of theassignments being non technical,
where a person, yeah, let's saythey're going in a warehouse and

(14:56):
they need to have forkliftexperience.
Then we would need to have theagent that was able, because
most, most companies have a testthat they give and the employee
has to pass that test to be ableto drive the forklift.
And then they need to have agood memory.
We, caution the agents abouttrying to make any notes while

(15:20):
on the job.
Now, we tell them if, ifsomething is so important that
has to need to be documented, goto the bathroom, get in the
stall, and write your notesdown, and, but make sure those
notes stay in your pocket, thatthey don't get dropped out
someplace when you're pullingstuff out of your pockets.
And somebody will say, oh, wow,what's this?

(15:41):
And it's so basic things likethat can happen.
You know, the whole thing is,you're not planning for it, the
worst will usually happen.
And we also briefed them thatthey're not a 007 agent.
You know, they're, they're notto be Sherlock Holmes.

(16:02):
They'll be around the cornerwith their spyglass, but they
are to be.
Observe it, watching, listening,just an employee a good employee
for the management, and thenwith employees knowing, oh, you
know, I need to make some extramoney and I'm open to some
things.
So it's, it's a role, that's whyactors make good undercover

(16:25):
agents.
They're used to playing dualroles as somebody they're we
talk about things with the agentin briefing that we've learned
from the past, one time we hadan agent that had been former
law enforcement, that just had ahand cuff key on his key chain
that he left there by notthinking.

(16:47):
And sure enough, the streetwisepeople picked up on that and
said, you're a cop, you'reundercover.
So we only had to pull thatpatient person out and you know,
put in another agent, but welearned that excuse me telling
people don't keep anything onyour person or in your car where
it could be found that wouldgive any indication to your

(17:09):
background.
And particularly, don't leaveundercover agent reports laying
on your seat of your car afteryou've written them out.
Just basic stuff that, that manypeople wouldn't think about.
Unless you have that mindset ofsecrecy of I want to make sure
that I'm not exposed.
What's the danger of beingexposed?

(17:29):
Well, one time, and this onlyhappened once that I know about.
Because we had before I tookover West Coast Detectives, we
had 2, 000 employees.
And after it was phased out,someone, I took it over, but
then I had, I've grown it backto about 1, 200 employees.
So we would have a lot of peopleto be concerned about, but this

(17:55):
undercover agent.
And we, we tell the agents,don't go out and get.
With the employees, you know,fake some drinks, go out and be
one of them because you need toget involved and know what's
going on.
But this agent overdid it.
And he got drunk.

(18:15):
And he told.
The people there.
Oh, by the way, guys, I'm anundercover agent.
I'm writing down everythingabout you.
Well, he was taken outside thebar in the alley and got beat
up.
Fortunately, he lived, but wetaught people from that in the
future.

(18:35):
In fact, we would show picturesof this guy and say, Get
yourself into this position bydrinking too much and then
having a blabber mouth.
So, there's many things likethat.
And another one was, we had anagent one time, who went to

(18:56):
work, was there about a week,called us, and said, Hey, guys,
I've got a problem.
I don't think I could continuewith it.
What?
What?
What's wrong?
Well, I've got acquainted withemployees and I like them and I
don't think I could report onthem if they're doing something
wrong.
What?
You knew this was undercover.
You knew all that.

(19:16):
Well, we had to pull the agentout.
Put in another agent, but welearned from that.
So that was one of the thingsput in our briefing that become
part of our trade craft waslooking for people.
We changed our psychologicalprofile testing and asking
questions to try to head offanybody like that in the future.

(19:37):
And then probably the mostimportant trait of an undercover
agent was in report writing.
This Every night they need towrite up a report.
And so we would have them thenext day and be able to deal
with any emergency issues thatmight be in the workplace.
Most things we just documentedand we would deal with them at
the end of the assignment whenwe interrogated the employees.

(20:00):
So we reminded them over andover.
You're not there to investigate,You're there to watch, listen,
observe.
And then write it down.
Definitely don't try peekingaround corners and observing
what somebody might be doing.
We also learned the hard waystreesing to clients not to try

(20:22):
and make contact with an agentthat they wouldn't make with any
other employee.
Occasionally, and I found thatmany clients heads of companies
that are visionaries that are.
Builders, they love thisinvestigating things, they would
want to become part of it.
I had times, very high profilepeople on entertainment
companies and others would wantto set him on an interview.

(20:45):
And usually I'd say, you know,it's not a good idea.
And also, if a client was tofind out something from the
agent that they would tell them,but we didn't even know what was
being told, they might go takeaction to solve that problem.
Which would mess up all of ourcase and blow the whole
assignment.

(21:05):
So what we told the client, donot talk to the agent.
You will hear all the reportsfrom us.
And we told the agent, if theclient should come and talk to
you play dumb.
Sorry, sir.
I don't know.
I'm just here to work.
I love this job.
It's a great company.
I'm not sure what you're,talking about.
And occasionally we had a callfrom a client said, Hey, your

(21:27):
agent wouldn't talk to me say,yeah, well, we told you don't
try to talk to him becausepeople will see no matter how
much you try to hide the factthat you're out there, the boss
is out there talking to this newemployee.
It was a big giveaway.
So.
We put all these things into ourbriefings and training to try to

(21:49):
prevent it from happening if ithappened one.
The reason for that was it'simportant that the client would
hear from us.
At the office with 1.
Voice and also if there weresituations.
That needed action, we wouldtalk about that, make the
recommendations of what shouldhappen and would be coming from

(22:11):
us, not from an agent who hadjust one narrow view on what was
happening.
So and always, unless it was areal emergency situation that
could threaten the company orpeople's lives we waited.
Until the end of the assignmentto roll everybody up at the same
time.
Otherwise.

(22:31):
It was going to b low theassignment if we started acting
prematurely.
Now, undercover agentassignments could run from a few
weeks to a few months, and theyrequire constant direction and
documentation of all activitiesthat are illegal or against

(22:54):
company policy so they can behandled at the end of the
assignment.
And like I said, it was anemergency situation.
What we would have a many caseswhere we were working drug usage
or sales inside the company.
And there would be times whenour agents would be direct buys.
The documents, so what we woulddo, we would set up a case with

(23:16):
the local police department.
And with the agent making a buy,they would be covered them.
Under this guys of being aninformant.
For the police, so it would bejust a.
A private agent making a drug bywhich would be actually a crime.
So, we would cover that, then wewould take the drugs to the.

(23:37):
police department but they wouldget documented a chain of
command, a chain of.
Abusage control would be startedand then at the end of the
assignment.
We would deal with that casealong with all the rest of them.
And when we would get to the endof an assignment.

(23:59):
We would have model suspects.
Sometimes we've had 50 or morein large companies.
And then we would sit down withthe client to go over each
person, how they wanted themdealt with.
If it was a minor situation,there might be a time that we
would just give them a warningand let them know that they were
being watched and don't do itagain.

(24:21):
There were times that afterinterviewing an employee that
had done something wrong.
I don't know, I would just havethis instinct, whatever you call
it, that feeling, sixth sense,that this person deserved a
second chance.
And occasionally, a few timesover the years, I recommended to

(24:41):
the client, well, you know, thisperson did this we need to deal
with it.
And, but I believe you shouldkeep them as an employee.
I think they deserve a secondchance.
At the times I remember, There,I would get a call or I would
find out later, maybe even ayear later that that person
became their best employee andcontinued on in a long term

(25:03):
relationship with it.
So we weren't playing this poproutine that, Oh, they probably
did something else.
So we'll just get them andfilled a book at them.
There was a time when you neededmercy because guys, keep in
mind, My God gives us mercy manytimes, so we should have
judgment.
So we need to be open to thatwhen we are interviewing people,

(25:27):
interrogating people with theirlife, in many cases, in our
hands.
When there were cases where wewere prosecuting people, we
would have the PD available onsite so that when we finished
the interviews, we would hurtthem over to the police.
But.
My method of interrogation islow key, not a good cop, bad cop

(25:50):
approach.
Of course, I have the benefitthese cases of having facts,
information, dates, times whathappened.
So it gives me a good tools andinvestigator because when you
start laying on a a employee.
Information from your undercoverreport, they start realizing,
hey, these people know lookslike all the information.

(26:11):
So I use that to to get themopen to being able to now just
tell me the whole story.
So I start the interrogation.
I get in with the suspects,their job.
Family, where they live,sometimes the employee has moved
several times and not updatedtheir address to the company.

(26:36):
And when I would give them theiraddress, they would, what?
You know that?
And then I would, I would getdown to the end of this get
acquainted time when they think,oh, wow, this is going to be so
bad.
And so I flipped through my fileand I look at some papers and I
say, you know, we've beenputting you to bed and waking
you up in the last few months.

(26:57):
We know everything about you,what you were doing.
In fact, on March the 2nd at 330 PM, you were in a truck with
another employee and you weredriving down such and such
street and you dropped a bit ofmaterial off at this house and
you dropped a bit of materialoff at this house and you
dropped a bit of material off atthis house.
And I go on with two or three ofthese things.

(27:19):
And what I'd set it up, why Iset up the fact that we've been
putting you to bed and wakingyou up was because I didn't want
them to be thinking, Oh, thatperson with me was an undercover
agent.
And that always worked becausethey, they didn't even think of
that agent, maybe being in this,in a seat beside them.

(27:40):
Then I would say, you know, andI would let them simmer many
times.
You would watch their Adam'sapple.
Jumping.
And they would be nervous.
And I said, you know, Joe, youcan help yourself here in this
room.
Well, it's in this room.
You level with me and tell methe truth, the whole story.
We know most of it anyway.

(28:01):
So why don't you just fill mein?
Invariably, they would startthis telling me the whole story.
And it would be sad situations.
I never got over So manysituations I had in this
workplace was employees who hadhad a family situation, say a
child that needed emergencysurgery, that needed some a

(28:24):
thing that came up thatinsurance wasn't handling or
some other family problem.
That's why they started doingthe theft and other illegal
activities.
So that was sad to be able tohave to deal with people.
And have them in that kind of asituation.
So that's why at times, like Isaid, we had to learn when to

(28:46):
have mercy based on the personand the situation.
Occasionally, I would get a realstreet wise person.
Some of these warehousesituations or whatever, and
sometimes they were ex cons.
They would be tatted up and allthe stuff.
And they would just look at me.
I would have the file and they'dsay, Make your best shot.

(29:07):
You know, do whatever you'regoing to do.
I I don't think it's true whatyou say.
I would have the police there,they'd take him out in
handcuffs.
And and to make an impact on,the rest of the employees.
We found that this very publictakedown on a suspect would have
a lasting effect on theremaining employees.

(29:29):
Now, the important thing for theclient is to follow our
recommendations on prevention.
Do preventive measures so thisproblem won't be back in a year
or so.
We found that the publicexposure of employees who have
committed illegal activitiesthat last about a year with the
other year and a half with theother employees by that year and

(29:51):
a half.
People coming on, they'veforgotten about this big take
down problems.
And the workplace will fall backinto those same problems.
We've had the call from a clientafter a couple of years saying,
Phil, we got the same problemagain, we should have listened
to you.

(30:12):
I said, yeah, you should have.
So we would go in again,spending a lot of money to clean
up the problem.
And many of those clients saidin that second or third
situation would say, okay whatdo we need to do here to make
sure this doesn't happen again?
Prevention is much cheaper thanenforcement.

(30:32):
And in the retail or thewarehouse climate it, is so much
more effective.
So in the claimant where there'sa valuable product like
electronics or other companiesthat have.
Valuable product in a small boxthat could be worth a lot of
money if it was stolen.
They need to be much moreproactive with their prevention

(30:54):
measures.
So, we would then wind that upwith those interviews.
Sometimes, and we would have theteams.
Set up, I would always be usingon 1 of those teams and we would
have all of the people, whichwould be.
Using the same protocol that Iuse, all of our investigators
and interrogators, so that wehad a uniform look.

(31:17):
and then after we got throughwith the assignment, we would
have a full briefing.
With the client going over whatwe did, how we did it, any
criminal cases that were beingfiled and what they would need
to do and so forth andsupporting that prosecution
case.
Now, as we leave this undercoverarea, I move to another area

(31:38):
that I've gotten a lot ofquestions on was our strike
force operations where.
We were serving companies thathad a work stoppage or strike
going on.
We don't hear a lot about thosetoday, but during the 60s up
into the 2000s.
That was a constant flow upclients.

(31:59):
Coming to West Coast detectivesto help them deal with all the
effects of the work stoppage.
Some of these issues that wewould help them with was to keep
traffic coming and going fromtheir workplace, delivery trucks
going out if they needed to,workers coming in, going out.
And also we would be there toprotect the picket line people

(32:22):
also.
We were going to let somebodyrun over them or commit a
violent acts against them.
When clients would come for ourhelp, they many times, they
would have an idea of what theyneeded.
Too many times, the first factorfor them, we want to do it as
cheaply as possible.
Well, we don't run a strikeforce operation cheaply as

(32:44):
possible.
That is a recipe for disaster,as many clients found out.
And I went through trial anderror to approach a strike.
With enough agents, enough setupthat you had control of that

(33:04):
strike line and company from dayone.
Because first few days were themost critical to establish who
was going to be in charge.
Is it going to be the out ofcontrol picketers?
And many times those picketlines would have outside
agitators on them.
There wouldn't be employees.
They would be people that workedthese picket lines.
And they create all kinds ofproblems and create the violence

(33:27):
many times, and then disappear.
So we had to deal with thosethings.
Now if I had a client who justdidn't want to go for the
program, they said, well, no,let's just start with four or
five, three, four people.
I'd be able to see what happens.
I'd say, sorry, can't do it.
And many times they would go onand find somebody that would.

(33:49):
And then after the few days ofthe strike.
They would be calling said, Philhelp us things out of control.
We don't have access to thecompany and people are, are
being attacked and vehicles arebeing damaged and help us.
So I said, well, listen to me.
So, we would go in there, but itcosts the company more money.

(34:13):
For us to come in and bring backcontrol of the situation.
It took a lot larger force.
It took more resources.
And then once we got it back inunder control, we would be able
then to downsize some.
This was critical.
And it worked stop eachsituation to strike.

(34:35):
start with enough agents and wealso.
Got away from using uniforms.
We went to playing clothes andI'll deal with that in a little
later here.
But we had total control by,having a process that we use on
every strike that really worked.

(34:57):
early on in our strike forcework.
I I did a test.
And it became part of our tradecraft after we did this test.
In security work, appearance isso important.
Because appearance is evidenceof maybe the person could do or
how they could operate.

(35:18):
I learned that if an agent had auniform on, they were looked at
as a security guard.
And in the eyes of the workers,security guards really didn't
have any standing.
They were normally looked at aslow paid, untrained and didn't
have any authority anyway.
So one of our big work stoppageclients, I put all our people in

(35:42):
clean clothes.
They were either in suits andties, or they were in suits
jackets, and then they had astrike force jacket on that said
WCPD West Coast PrivateDetectives Strike Force.
And.
What a difference that made.
They automatically assumed thatthese were off duty cops or, or

(36:02):
in some way involved in thepolice work and armed.
And the problems on the strikeline decreased dramatically.
It was amazing how fast theproblem was solved.
So, we developed that protocol.
And we would go in with aworkforce that looked
professional, actedprofessional, and everybody

(36:24):
looked at us being professionalthen.
I would also developcommunications with the strikers
on the line and let, and letthem know that we were there to
protect them also, but they werenot going to be able to block
the company.
They can't come on privateproperty and they can't
interfere with workers comingand going.

(36:45):
At any act of violence of anytype, vandalism or anything
else, they would be arrested andprosecuted.
So in developing that with them,it really made a difference.
They realized that we had a jobto do.
We realized they had a job todo.
The company had a right tooperate also.
So we would work with them onthat and it became a very

(37:07):
positive.
And that's so many times incities and That is wherever it's
at, they would have a laxerenforcement policy to a problem.
If it was a strike, sometimesthey would let people get away
with stuff that they would neverbe able to if they were in

(37:28):
another type of environment.
So we made it very clear to thestrikers that this wasn't going
to happen in this case.
We let them know from the unionleaders on down.
If they broke the law, theywould be arrested and
prosecuted.
This dialogue was very effectivein preventing many problems that

(37:48):
came into work stoppage.
So as we also in companies thathad delivery trucks, this
created another problem.
Because they would have, in mostcases, it wouldn't be the union
members.
It would be these agitators thatattached themselves to these
union operations.

(38:08):
And they would be following thetrucks.
We had 1 big in Los Angeles andhad.
30 plus trucks out delivered ata retail area every day.
And they would, at a stop signwhere the trucks are stopped and
they would run up alongside it.
Slash tires and break outwindows and then hop in the cars

(38:28):
and disappear.
So, we decided that we weregoing to put a stop to this
since we couldn't be everywhereall the time.
And so what we did is we set upa delivery truck.
It was going to be going out ona delivery and was going to go
the same route that the truckshad been hit before.

(38:49):
Because they were in areas whereit was very easy for the
strikers or agitators to hit thetrucks.
So, we put the 4 armed agents inthe back of the truck.
We had our agent driving thetruck, and then we had chase
teams that didn't leave thecompany.

(39:11):
The company the truck left thecompany without any chase
vehicles.
And a few blocks away, then wepicked up a, and did a very
loose tail on the truck watchingfor cars that might be union
related that would be followingthe truck.
And as we did this, we got tothis, stop in the downtown Los

(39:34):
Angeles, East Los Angeles.
Sure enough, these guys jumpedout of the car, started up the
side of the truck.
We let them do their damage,start their damage.
The driver then radioed theagents inside.
The back of the truck flew openand 4 of our agents jumped out.

(39:56):
With the guns in hand becausehey, we would fear for our lives
with these violent agitators.
And then I was in a car about 3or 4 cars back, and we jumped
out, came up through the line ofcars, had these people all
surrounded, people that watchedus thought it was a movie being

(40:17):
filmed, because all these guyswere were with guns, taking
people down, handcuffing people.
So what we did though, becausethese guys were violent and they
committed a felony because wewere in fear for our lives.
So they all got booked on afelony with minimum 5, 000 bail.

(40:39):
And the union president also gothooked up in this and was
arrested and had to pay bail.
So this stopped.
That violence and that kind ofoperation on the on the trucks
after that.
So, you have to get creative,you have to come up with
solutions that will help solvethe problems that the clients

(41:00):
are having.
This is a is a technique.
That we use similar techniquesthan other cases that had some
of the same kind of problems.
Also, because of the way weoperated we heard from many
clients over the years that inour strike force work, they said

(41:20):
that having West Coastdetectives there, because we had
a reputation, we had areputation of no nonsense, of
being professional, ofprotecting everybody involved
with the strike, including thepicketers, that they would wind
up getting the settlement fasterand better.
Because the unions knew theywere not going to win and get

(41:41):
their way and force the clientinto something because of some
kind of extracurricularactivities.
Sometimes we had a short time toprepare for a strike force
operation.
One that is fresh in my mind wasafter I counted terrorism
briefing I had for lawenforcement and selected
executives from some highprofile companies.

(42:02):
And I brought in our heads ofstations from England and France
and Germany.
The one of the founders of GSGDine that worked for me.
And after this briefing, about aweek, a week and a half, I had a
call from one of the attendeesthere, it was an executive at
NBC, and they were saying thatthey had a work stoppage coming

(42:25):
up and they needed our help.
And this was on a Friday atabout 10 o'clock.
And they said, we need you hereMonday morning.
I said, well, okay.
What do you need?
I asked, how many agents do youthink you need?
Well, they said about 50 or so.
I said, well, sure.
One time we'll be there.

(42:47):
So, I was positive.
I was proactive because one, wehad done our homework in this
area and preparation in thepast.
So they also needed the securityfor the studio, but also for the
news crews that would be out.
So, we would need a team of 2 or3 agents with each 1, and that

(43:08):
was going to multiply theworkforce.
So, I got off the phone, Ididn't have a contract to retain
or anything at that point.
And we went to work Since wewere handling a lot of strikes,
we had a large on call list ofagents who were, they were
available for short termassignments like this.
The pay was better with allplain close, and I called our

(43:30):
executive team together.
I laid out the details of whatwas needed.
We went over the requirement.
Everybody was kind of shakingtheir head to the, Phil, do you
think we could do this?
Oh, yes, we can't do this.
Definitely it's positive here.
I said, well, we need to assigna commander for the operation
that shift leaders, because it'sgonna be 24 hours a day, seven
days a week.

(43:51):
The the dress requirement,what's gonna be a dark suit and
tie to provide a veryprofessional approach that this
was going to be a very highprofile assignment in the media
work.
I assigned three of the staff.
To start work on developing fromour team of on call lists,
keeping in mind that we couldn'tuse off duty police in this,
since they were prohibited inCalifornia from working in

(44:14):
strikes.
Fortunately, we had several 100agents on our list with many who
were retired police from otherpolice departments federal
agents former secret service,or, or FBI.
So we had a big list that wecould call.
I let the executive team knowthat all this was, we were hands

(44:35):
on deck for the weekend, and soeverybody would be working with
the team, working on getting theagents in place.
We had several other areas tocover.
We had a trailer command postand all the radio equipment
administrative paperwork fortracking hours and different,
surveillance reports and allthat and everything that we

(44:57):
needed to document what wasgoing on.
The next step was thecommunication system.
For all the teams that would beout I assigned a logistic team
to get all the in house radioschecked out and then to
determine how many we neededthat would be needed from an
outside vendor that we use andto get those radios have extra
batteries, everything chargedand ready to go and in the

(45:19):
command post when it rolled inon Monday morning.
I set a briefing time for theagents for Sunday afternoon at 5
PM.
We have all the team at ourheadquarters for the assignment
briefing, so everybody wouldknow what was going on.
Even if we had a few of theagents who had worked for us
before, who were very familiarwith our strike force operation

(45:42):
that couldn't be there, at leastwe would have the, bigger part
of the team, but any new peoplethat hadn't worked strikes for
us would be able to be briefed.
And then I set a supervisor'smeeting for 5 PM on Saturday to
get all of the supervisors therewith the shift leaders the
commander and over everythingthat we knew to do.

(46:04):
We already do it.
We've done it before.
This was just putting it inpractice again.
And let's go do this.
We had done so many strikes thatwe were like a well oiled
machine.
Well, the cut to the chase aftera wild weekend, we rolled into
NBC with the 50 agents, acommand post.

(46:28):
It looked like a a secretservice detail.
These guys in the blue suits andties and, and looking very
professional NBC employeesthought the president was coming
to the studio that day.
So over the next weeks, we keptthe studio operating, meeting
their mission, But in the end,we had a conclusion that

(46:49):
benefited everyone.
when we had strikes outside ofSouthern California, we had
additional issues to deal with.
As an example, we had a bigstrike up in San Francisco.
It involved several unions, withone being in the meat industry.
We needed to have about 125agents covering several clients.

(47:12):
Fortunately, we had many agentswho lived in the Northern
California area, but findingenough would be harder in this
case.
Fortunately, we had a few weeksto get this set up.
We would always take themanagement team from the LA base
to make sure we have consistentoperational control and that the
West Coast trade craft wasmaintained.

(47:36):
Also, the remote sites like thiswould require living quarters
from those we brought in fromoutside San Francisco.
I would usually set up with thehotel and block off the rooms we
would need and get a weekly ormonthly rate because we didn't
know how long the assignmentwould be going on.

(47:57):
Also, we had to get set up withvans.
We would usually this rent fromthe local area and have been set
up to to ferry the employees tothe various assignments during
the day and night.
And the assignments would bestaffed with and normally we

(48:19):
wouldn't have agents that wouldwork the whole assignment.
When it was a few weeks or a fewmonths, they were able to clear
their schedule.
And since many cities werelenient on enforcement of laws
and strike situations, we wouldmeet with local law enforcement,
prosecutors, and go overprotocols in enforcing
violations of the law.

(48:41):
We would talk to them about howwe work, how we're going to
protect the strikers as, as wellas picketers and everybody else.
But we had to have enforcementof the law'cause the client also
had a right to operate Today,the environment has changed in
our society that it's moredifficult.

(49:02):
For the private sector to dealwith situations where the laws
are broken with the publicsector under attack.
From special interest comingfrom all sides and wanted to
defund the police that sometimesthe police are just hesitant.
They get involved in supportingus when we were dealing with

(49:23):
these vandalisms ormisdemeanors, most of them.
Type of situations.
Now, I think we are seeing ashift in the American people who
are fed up with these laxresponses that so many of the
lawbreakers, they are sayingenough, it's enough.

(49:44):
And they're going to remove thepeople from office who, by their
inaction, It's adding to thebreakdown of our communities
into a lawless society.
I said at the beginning, I'llsay it again.
I see a glimmer of hope.
I think it started in Novemberthe 5th and it's really

(50:05):
continued on.
I see all across the country,everywhere I go, everywhere I
talk to people.
This positive attitude.
See.
Change that is going to bringback common sense back to our
societies.
The majority of people do notsupport this society.

(50:27):
This gender confusion, teachingour young people.
And taking the parents out ofsituations of protecting their
own children and having to saywhat their own children are
exposed to.
This whole woke society onconfusion that allows men to be

(50:50):
in women's sport, allows men togo into women's bathrooms and
dressing quarters.
This has been out of control andthe people of America are fed
up.
We need to remember that thegreatest danger that we have is
deception.

(51:10):
And the deception we face todayis so different from what we had
50 years ago.
There is an evil in thisdeception that is more
destructive than past years.
This has occurred in mylifetime.
And in fact, it's accelerated towarp speed in the last five

(51:32):
years.
I've shared this before, but Ithink it's worth sharing again.
A couple of weeks ago.
I was, had the YouTube on andsuddenly Barrett Trump popped up
thinking of the gospel songabout how important his mother
was in his life and howimportant God was and her
prayers for him were soimportant.

(51:52):
And I thought, wow, greatBarrett.
Now this is awesome.
It was him.
I mean, his face, hismannerisms, his voice.
And I, I thought.
I haven't heard anything aboutthis.
It seems like if this was goingon, I would have heard something
about it.
So I checked first in this, inthe description, and there was

(52:16):
nothing there about the name ofwho it was, which normally
you'll need the person's namethere.
So I said, Oh, okay, maybe Ibetter check this out.
So I did research on the sourceswe have for checking out frauds
and so forth.
And I said, found out, yeah,this was AI generated.

(52:36):
But it was so real.
You can believe it's him.
Now the danger is in the Bible,it talks about at the end days,
the end times.
And I think if you look around,you'll see things happen now.
That's never happened beforethat people believe who believe
in God, who are righteous peopleare going to be drawn away.

(53:00):
to follow false gods, not faultthings Even though they're true
believers in God.
So how could this happen?
It just hit me.
I'd never thought about this.
Let's say some famous person,religious leader, respected

(53:21):
person, suddenly came on theinternet and they were promoting
This case that, Oh, I've got, Ifound out the secret.
God is really here and all we dohave to do is just believe what
I say and do it, follow me.

(53:41):
And I'm going to show you lifeeverlasting.
It it's the person it's, it'sthis respected person.
How many people.
That believe in God or arerighteous people, good people
are going to follow that.
And they do that because they'renot well enough acquainted with

(54:03):
the original, with therighteous, with the person,
instead of checking it out,instead of saying, this sounds a
little phony to me based oneverything that's going on in
the world.
So, what we need to do, we needto become so aware.

(54:24):
Of what truth is, what is theoriginal and as I shared before
with people who are handlingmoney, bank tellers or other
workers that in retailbusinesses where they're
handling large bills, like 100bills, they don't teach an
employee.

(54:44):
By the counterfeit, taking thecounterfeit, showing them, okay,
the ink here is a littledifferent, the lettering here is
just slightly different, or, ormaybe you find some bills with
the same serial number.
No, they don't do that.
They take an original, a littlebit of dollar bill.
And they trade the person thatrecognize the original.

(55:06):
So when they pick up a phony.
When they pick up somethingthat's not real, they know it
instantly.
So folks, we need to know whatthe real is so we don't get
confused by perceptions.
With all the advancements, ouronly hope is to fortify

(55:27):
ourselves with knowledge of whatis true, what is real, so when
deception comes, we will knowhow to avoid it.
The distance ourselves from itand from those who promote it,
even with all the changes in ourgovernment, which brings us
great hope for a brighterfuture.
The battle to drag us down willcontinue unabated by those who

(55:51):
not only want to confuse us, butbring our country down and
change our way of life.
I leave you with this challenge.
Step out of the crowd, become aninvestigator.
to determine what the facts arein all that is going on around
you.
Get involved, let your voice beheard with truth, with the

(56:16):
facts, with the real, notdeception, for together we can
make a difference.
As I said at the beginning,thank you for subscribing and
helping us grow the channel.
So would you, if you haven't,would you help?
That's by liking, sharing,subscribing, and you know the

(56:38):
drill, hit that notificationbell for future posts.
Thank you, thank you, thank you.
Please leave any comments orsuggestions on any of the
platforms that you like, or youcan email me directly at P
little P I 777 at gmail.
com.

(56:59):
Remember your voice of reason isimportant.
As we go into 2025 MerryChristmas.
May God bless you, your family,and may God bless America.
Until next time, be safe.