Card, mobile credential, payment and security
Debitek, a card reader/device manufacturer and stored value solution provider, has been acquired from its prior owner Ingenico by Heartland Payment Systems. Debitek is well-known in the “closed system” card market with more than 20-years experience providing mag stripe and smart card payment solutions to college campuses, corporate sites, gaming/entertainment venues, and correctional facilities.
Heartland Payment Systems Acquires Debitek
Acquisition Provides Prepaid and Stored Value Solutions Platform in Rapidly Expanding Small-Dollar Transactions Market
PRINCETON, N.J., Feb. 13 /PRNewswire-FirstCall/ – Heartland Payment Systems, Inc. (NYSE:HPY), one of the nation’s largest providers of merchant acquiring services, today announced it has acquired Debitek, a leader in prepaid and stored value solutions. Debitek immediately provides Heartland with a proven platform in the stored value and prepaid market, particularly with respect to small-dollar payment applications.
Robert Carr, Chairman and CEO of Heartland Payment Systems, Inc., said, “Debitek is a leader in the prepaid and stored value solutions industry with arguably the most successfully deployed technology of its kind in the United States. A prepaid and stored value solution is also an ideal platform to capitalize on the growth opportunities of small-dollar transactions, which is a large and rapidly emerging electronic payment solutions market. Debitek’s substantial installed base utilizing their proprietary software provides a solid foundation for penetrating this market. We are excited about the opportunity to broaden our product offering while also entering the new markets already served by Debitek solutions.”
Debitek, headquartered in Chattanooga, Tennessee, has an established client base utilizing approximately 130,000 payment devices, and an experienced and dedicated management team. The Company has a proven, reliable solution to transfer value to either Mag stripe or Chip (“Smart”) cards. Among its many applications, Debitek provides its cashless solution to numerous university and business campuses across the country - including the Universities of Florida and Minnesota, Northwestern University, and BMW, Coca- Cola and Morgan Stanley - as well as the entire Federal penitentiary system.
Larry Hauser, Vice President and General Manager of Debitek, said, “We are pleased to be joining with Heartland Payment Systems. With Heartland’s extensive resources and nationwide infrastructure, we can accelerate growth within our established markets as well as broaden our reach into new markets. We also envision numerous synergistic opportunities to leverage our prepaid and stored value technology with Heartland’s payroll and transaction processing leadership.”
Financial terms of the transaction, which was structured as a stock purchase, were not announced. Heartland believes the transaction will not have a material impact on earnings in the near term.
About Heartland:
Heartland Payment Systems, Inc. (HPS), a NYSE company trading under the symbol HPY, delivers credit/debit card processing and payroll solutions to over 110,000 small to medium-sized merchants throughout the United States. HPS also provides additional services to its merchants such as gift and loyalty card programs, paper check authorization, and sells and rents point-of-sale devices and supplies.
With over 1,000 national sales professionals, HPS builds long-term business relationships in local sales territories providing merchants with enhanced technology tools that assist them in more effectively operating their businesses.
Heartland commenced operations in 1997, and since 2000 has grown at a compound annual rate of more than 30% to become the seventh largest merchant processor in the United States and fifteenth largest merchant processor in the world.
Helping college students who are on their own for the very first time can be a rewarding experience for employees of a bank’s on-campus branch. Students may never have had a bank account before and it may be their first experience with a payment card as well. True, they could deal with an online bank or work with their bank back home or across town, but many find there is no substitute for sitting across the desk from a real live human being at a brick and mortar bank on campus.
“Students just starting on campus, know very little about managing their own finances,” said Whitney Bright, vice president, Campus Banking, for U.S. Bank. “That’s why face-to-face interaction is important.”
Even simple banking tasks that most of us take for granted, such as opening accounts, making deposits, using the ATM, may be Greek to students, particularly incoming freshmen. Learning the basics, “students seem to be appreciative of this,” said Ms. Bright.
This level of comfort and education is perhaps the single most important benefit that an on-campus branch can offer.
But other benefits of on-campus branch banks have nothing to do with students. “(A branch can give) parents peace of mind, knowing their students have a bank on campus they can visit anytime,” said Ms. Bright. “There might be a brick and mortar bank a mile away, but that bank has to deal with so many other things … an on-campus branch is dealing just with students.”
Understanding the campus market
The most important factor when locating a branch on campus is understanding the campus market. A college branch bank is dealing with a unique niche with operational needs.
“The student market is unique so employees (should be) different for the campus branch,” added Ms. Bright. But it goes much deeper than simply hiring the right employees to work with students. Financial education, product offerings, pricing, even hours of operation may need to be adjusted to most effectively serve a campus market.
“We (U.S. Bank) conduct financial wellness seminars for students,” said Ms. Bright. They learn how to open and, more importantly, run their checking accounts. That includes balancing their checkbook each month, reading bank statements, things that most of us take for granted. “We teach students how not to get into trouble with their credit and ATM cards,” she adds.
With more and more financial functions being tied to campus cards today, knowing how to manage and care for personal financial wellbeing takes on even greater importance–for both students and their parents. An on-campus branch can be a key tool in this lifelong lesson.
For the second time in less than a year, access control and card provider IDenticard (and sister company IDenticam) has new ownership. Last year, the Pennsylvania company was acquired by GE and today it was announced that Brady Corp. is the new owner. Brady’s other personal identification companies include TEMPbadge, Stopware and J.A.M. Plastics in the U.S., and BIGBadge in the U.K and France.
Brady Corporation Acquires Security Identification Maker GE IDenticard Systems, Inc.
MILWAUKEE, Feb. 9 /PRNewswire-FirstCall/ – Brady Corporation (NYSE:BRC) , a world leader in identification solutions, today announced that it has acquired GE IDenticard Systems, Inc. based in Lancaster, Penn., and its Canadian affiliate IDenticam located in Markham, Ontario. Terms of the transaction were not disclosed.
IDenticard, founded in 1970, is a market leader in personal identification, access control and consumable identification badges. Known as an innovator in security card technology, its products include identification card systems that combine biometrics, digital imaging and other technologies to positively identify people and prevent identification card counterfeiting; and access control systems that restrict entry into buildings using multiple card-reader technologies. IDenticam offers integrated photo identification solutions, printers, supplies, accessories and visitor management solutions.
The companies, with 120 employees in the U.S. and 36 in Canada, have over 30,000 customers in healthcare, education, government and manufacturing. They had combined 2005 sales of about $33 million (U.S.). IDenticard and IDenticam were acquired by GE in March 2005 as part of its acquisition of Edwards Systems Technology.
“With an increased importance on safety and security around the world, the need for effective personal identification has never been greater. IDenticard’s proprietary products and advanced technologies in this area make them a terrific addition to Brady’s personal identification brands including TEMPbadge, Stopware and J.A.M. Plastics in the U.S., and BIGBadge in the U.K and France,” said Tom Felmer, Brady vice president - Direct Marketing Americas. “The acquisition of IDenticard and IDenticam further strengthens our position in the personal identification market and establishes Brady as a leader in card access security badges. We expect this acquisition to play a key role in our global personal identification product strategy.”
“We’re very excited to be joining the Brady team,” said IDenticard General Manager Bob Hager. “Brady brings strong leadership with a commitment to product development and innovation that will provide significant opportunities for our growth and further enhance our focus on the customer.”
Brady Corporation is an international manufacturer and marketer of complete solutions that identify and protect premises, products and people. Its products help customers increase safety, security, productivity and performance and include high-performance labels and signs, safety devices, printing systems and software, and precision die-cut materials. Founded in 1914, the company has more than 300,000 customers in electronics, telecommunications, manufacturing, electrical, construction, education and a variety of other industries. Brady is headquartered in Milwaukee and employs about 5,500 people in operations in the United States, Europe, Asia/Pacific, Latin America and Canada. Brady’s fiscal 2005 sales were approximately $816 million. More information is available on the Internet at http://www.bradycorp.com/ and http://www.identicard.com/.
Five buildings and 148 doors at the Ohio campus on Wright Patterson AFB are now secured via a FIPS 201 compliant physical access control system. The solution, integrated by SMARTnet Inc., reads current Common Access Cards and will read next generation contactless cards.
Air Force Institute of Technology (AFIT) Leads the Way in Physical Security Infrastructure Supporting HSPD-12
Frederick, MD – February 1, 2006 – SMARTnet, Inc. has successfully implemented a physical access system for the Air Force Institute of Technology at Wright Patterson AFB, that supports contact and contactless Common Access Cards (CAC).
AFIT’s new physical access system covers five buildings and 148 doors across its campus, networked together via IP to a centralized security center. The new system allows students to use their CAC card for both physical access and logical access thus eliminating the need for multiple type access cards. Additionally, the new system supports the older contact CAC and will support the new contactless CAC cards (FIPS-201, PIV II compliant) thus providing AFIT a planned transition path without having to have multiple reader devices to meet their needs and support the directives of HSPD-12.
According to Steve Bowers, Executive Support Officer, Office of the Dean, “We needed a new physical access system and we wanted to be sure our new system would support the existing technology as well as where the Air Force was heading with the new requirements based on HSPD-12. With the help of the Air Force Security Office, XIC, we developed a requirement for our new system. SMARTnet designed and integrated a solution that met our requirements.”
To support the PIV II capabilities, AFIT, with the assistance of the SMARTnet team, will be evaluating and testing prototype finger print readers that will be integrated with the card readers. The new integration for biometrics is expected to begin in April 2006.
SMARTnet is an enterprise IT systems integration firm offering a nationwide presence and 10 years experience designing and implementing highly flexible mission critical IT and security solutions.
For information: www.smartnetgov.com.
Compare FIPS 201 Products
By Tom Bell, Vice President, Commerce Industry Relations, Blackboard
At a recent seminar, campus executives were asked how they planned their card system and if their plan was strategic. All referred to the planning as “detailed;” and said it involved partner research, equipment evaluation, software testing and a variety of other important steps. As much as they wanted it to be, however, none considered it strategic, let alone ongoing.
I think we may all have known that feeling. Planning is often detailed but rarely strategic. In fact, many campus transaction systems result from reactionary decisions. These reactions are driven by immediate needs, such as updating point-of-sale equipment, adding access control or controlling some kind of campus crisis.
Scheme, Scope and Scale
A transaction project, like any enterprise system, should not end with deployment. In fact, that may just be the beginning. As campuses tend to discover, innovative ideas and applications will bubble up the longer the system operates on campus and as more departments become familiar with its capabilities.
Ideally, a rolling three to five-year plan should blend system objectives with a campus’s mission and strategic plans. That may be ambitious given the challenges of a modern university environment; still, an ongoing process that tackles both current challenges and long term direction will go a long way toward increasing the value of your investment.
Imagine any of the following situations. (If you’re campus is typical, it won’t be difficult.)
Any or all of these can be the starting point, a milestone or distant outlier for a strategic planning effort. Even in its most limited implementations, the transaction system will touch almost every department and division of the university in some way, and very often the surrounding community as well. For that reason, it is essential that campus decision-makers recognize that transaction system planning is an institution-wide project, not a departmental one.
Teams Make The Difference
How well your transaction system strategy is aligned with the mission and strategies of the university may do more to determine its return-on-investment than almost anything else. These systems must be capable of adapting, integrating, and expanding as mission, strategies and constituencies change, so maintaining that alignment should be an ongoing process. Trying to deal with those situations listed above individually, as each arises, under short deadlines and shrinking budgets is a prescription for “sub-optimizing” (at least!). Unfortunately, this is where many campuses find themselves when they fail to look at the larger and long-term picture?
A better solution is to create planning committees from representative campus groups. These groups should set objectives based upon the larger organizational vision, and they should provide direction to a campus implementation task force, whose job it is to keep the project on schedule.
Very important: Comprehensive education should be provided to everyone on these teams so that old and outdated technology doesn’t contaminate the final product.
Once implemented, a transaction solution will present a new way of doing business and a new method for providing services to the university community. Forming cross-campus strategy teams will help ensure that key decisions satisfy and will be embraced by all (or at least most) constituencies. For example, one important consideration will be how to access the systems—card, PDA, website or a combination. You’ll want to find the right fit for everyone, both for today and tomorrow. The end result is a true Networked Transaction Environment where all members of the campus community are able to access information, services and facilities using a single account.
The Game Plan: X’s And O’s
What should be covered in a strategic plan? Among other specific considerations it should:
In addition to aligning with the university’s mission, systems planning must be consistent with—if not driven by—campus-wide operational plans and strategies, at least for near- and mid-term objectives. For example, business goals for a given year might call for improvements in efficiency. Technology will certainly play a key role in any such effort, therefore aspects of the transaction system plan might focus on issues such as its use as a systems integration platform, automating reporting or speeding services.
The Ongoing Value of Strategic Planning
The transaction system is a unifying platform for so much campus activity that in perhaps no other area will ongoing planning provide greater return on the effort. As more and more users experience the advantages of the transaction system platform, campuses that have made the change inevitably see new ideas rising up from across campus. Experience shows that this change will happen gradually, but it will happen, and that’s exactly the kind of situation that can benefit most from good strategic planning.
In 2006 a great new feature section will appear in each and every issue of CR80News. Our new Physical Security Corner will explore key issues related to the changing security landscape. Physical security is no longer a standalone “silo” within a campus … it is a vibrant, essential component with enterprise-wide implications.
Key themes running through this recurring feature article will be identity and convergence. That is because these are among the most significant defining features of the modern security landscape. Thus it seems fitting that we explore these two concepts for this inaugural installment of our Physical Security Corner.
Identity and physical security …
The concept of physical security assumes adequate identity management, but unfortunately this has not been the case. To explain this idea, an understanding of the identity management process is necessary.
Identity management can be thought of as a set of processes used to identify an individual within an organization and grant access to a defined set of privileges based on that individual’s unique status. Certainly from the traditional concept of physical security, identity management seemed obvious … we create a badge and the badge holder swipes or presents it to a card reader and is granted or denied access.
True this is a form of identity management, but is it “adequate identity management?” Most agree it is not. There are far too many weak points in the chain. Was the individual’s identity vetted prior to badge issuance? Was authentication conducted at the reader to ensure that the badge’s user is the person it was issued to? Is an effective system in place to revoke access rights for former users, lost cards, etc.?
Questions such as these indicate why adequate identity management must be a fundamental component of any security system. Though identity management has become a cross-industry buzzword and countless definitions are kicked about, key concepts or steps are common. Identity management consists of:
Verification
“Verification,” according to the OpenGroup, a standards and interoperability-focused consortium, “is the process of establishing identity prior to the creation of an account that can later be used as an assertion of identity.” It is the background check that ensures that the individual you are about to enroll in the system or provide a credential to access the system is indeed the person they claim to be. Verification can be lenient (e.g. “I am John Doe because I say I am”) or strict (e.g. fingerprint checks, interviews with past associates). The first requirements of HSPD-12, the new U.S. government mandate for standardized secure credentials across agencies, focus on verification of new and existing employees through extensive background checks. Interestingly, a source tells us that a number of existing employees using fake identities have already been uncovered via the process.
Authentication
The OpenGroup defines authentication as “the process of gaining confidence in a claimed identity.” It is the means by which the person claiming to be “John Doe” is tested to determine that he is indeed “John Doe.” In traditional security architectures, authentication was limited to visual checks of the credential by a guard (e.g. flash pass) or simple possession and presentment to a reader of the issued credential.
In modern identity systems, multi-factor authentication (possession of the credential combined with some combination of passwords and biometrics) is desired. Validation of the credential’s authenticity is also key.
Revocation
The other core step in the management process is the revocation of issued credentials and the subsequent notification of that revocation to impacted systems. Obviously, the days of former employees possessing still-valid credentials are past. Immediate revocation must be enabled to avoid potentially disastrous security breaches. In addition to this obvious need for revocation, many systems are purposefully revoking or suspending privileges of valid identities as a means to cyclically return to the first phase of the identity management process, Verfication. In so doing, the individual is subject to some form of re-verification, such as an updated check of criminal history files or suspected terrorist lists.
While there are many other important aspects to identity management – trust, provisioning, federation – these three cornerstones form the core of the concept. These and other concepts will underlie many of the future discussion in this Physical Security Corner.
Convergence and physical security …
As the importance of identity management was being recognized, so too was the concept that a single individual has many identities within and across an organization. At the core, many individuals have both physical access and logical (or network/data) access needs. Converging aspects of the identity management for physical and logical security affords great benefits in terms of user convenience, process redundancy, and enterprise-wide security.
The melding of the verification, authentication, and revocation processes for physical and logical security has become a major goal and challenge of modern organizations. Previously separate management and organizational structures (e.g. facilities and IT) are striving (sometimes struggling) to share this common ground.
Looking ahead to 2006 …
With these fundamental concepts in hand, we will move forward throughout the next year in our exploration of this new world of physical security. We will investigate core concepts of security systems, delve into specific issues such as maintaining databases for converging systems, and keep a constant eye on the impacts that initiatives such as HSPD-12 and global standardization efforts may have on your campus.
The editorial team at CR80News would like to thank security leader, Lenel Systems International, for the sponsorship that will enable us to bring you this dedicated feature throughout the New Year. Stay tuned.
Compare FIPS 201 ProductsVersion 4.16 of Onity’s Integra3 software solution enables campuses to support online doors via ethernet rather than modem or RS485. The solution from Onity is used by more than 200 colleges and universities in North America for online and offline door control.
ONITY UNLEASHES INNOVATIVE SOFTWARE ON INDUSTRY TO MEET EVOLVING NEEDS
OF HIGHER EDUCATION FACILITIES
As the first electronic locking software to fully comply with Ontario, Canada, Building Code provisions, the Integra3 Version 4.16 improves campus safety and efficiency
ATLANTA (J, 2005) — Onity, the leading provider of electronic facility control solutions, recently announced the availability of its newly enhanced Integra3 software—a popular electronic locking system used by nearly 200 North American colleges and universities to improve control and security.
Now supporting online doors via Ethernet, Version 4.16 replaces previous connections to software through either modems or hard-wired RS485 networks.
With a new Alternative Fire Code (AFC) mode, the Integra3 software is the first in the electronic locking industry to meet all the provisions of the Ontario, Canada, Building Code, Section 3.3.4.5., which requires that doors not automatically lock when a person exits the room—instead of relying on the key holder to relock the door themselves.
“Not only does the AFC mode open the doors for Ontario universities seeking more control over facility access, but it also offers a revolutionary safety feature for schools in case of fire or disaster–when students’ rooms may require easy re-entry,” said Onity’s Vice President of Business Development Adam Yapkowitz.
Helping to eliminate recoding work for housing staff and improve security, Onity’s Version 4.16 is also the first software to allow for individual expiration of access to various doors for each user to happen on different dates. For example, if a campus maintenance worker will be repairing heaters in several rooms, but only will need access to one floor a day, that can be pre-coded instead of him having to return to the Housing Office daily for recoding.
Additional features of the Integra3 Version 4.16 include: Enhanced operator password security; enhanced system administration tools, such as the ability to see which machines and users are running the software; and enhanced interface engine support.
“Our latest software is ideal for institutions that require a combination of online and offline access integrated within a single, easy-to-use software package, and for any colleges or universities looking to improve the system for access currently in place,” Yapkowitz said.
ABOUT ONITY, INC.
Since 1941, Onity has become the world leader in delivering the finest electronic locks backed by legendary service, and has a sales and service network that spans more than 115 countries. With stand-alone electronic locks installed on more than 3 million doors globally, Onity’s ever-expanding family of electronic solutions today includes Electronic locking systems, Electronic in-room safes, and Energy management solutions.
Among of the biggest questions surrounding campus card bank partnerships is whether or not to locate a branch on the campus. Of course, a branch can certainly foster a closer relationship between the bank and the future depositors (students, faculty, and staff) but it can be a significant investment for both the bank and campus. So just how is the decision made?
Certainly the student population is a major consideration. Are there enough students to warrant the upfront and ongoing expense of operating the branch? While many in the market have quietly suggested that a 10,000-student population is a range where the branch becomes feasible, most agree there is no magic number.
“Each campus has to be looked at individually,” said Whitney Bright, vice president, Campus Banking, for U.S. Bank. While she calls 10,000 the “soft number” used for feasibility, she quickly points out that they have branches on campuses with smaller populations such as the 6,000-student Xavier University.
“It depends on what type of exclusivity you have on campus,” she adds, suggesting that the mix of ATM ownership, card program partnership, and branch location is key. “If we have all the ATMS and a branch, then we’d have a higher level of success, (when compared to a situation where) two or three banks have ATMs on campus.”
In addition to the campus population and the level of exclusivity provided to the bank, another key factor is the revenue share between the campus and the bank. Because the creation of the branch requires significant cash outlay (e.g. setup, vault installation, security) and the operation entails a continued cost (e.g. rent, utilities, staffing) the economics of the relationship must be weighed. A campus that desires a branch may need to forgo some of its revenue share to get the bank partner to agree.
Trends in on-campus branches
Many campus administrators dismiss the idea of branch because of the common problem of space constraints. But, on-campus branches need not look like the traditional bank branch found in the community. Full-service branches can fit in very tight spaces. The most important thing is the quality of the location for student access … the size is secondary.
Though she stresses that 500 square feet is ideal, Ms. Bright says that U.S. Bank operates branches in as little as 125 square feet. “Our Northwestern branch is only 157 square feet (and it is) the most heavily-trafficked branch in the Chicago area.”
Another alternative to a full-service branch is the bank service center. These locations do not offer all of the functions of the branch but they can be a cost effective option when a branch is not feasible. Typically, service centers do not contain a vault and cannot accept deposits but they are staffed and enable face-to-face account establishment, assistance, education, and marketing. And by locating a full service ATM in the service center, bank staff can help students to make deposits at the ATM, in essence, circumventing the “no deposits” situation. According to Ms. Bright, a service center can be operated by one person rather than the five to six employees at a traditional branch and can cost as much as 70% less to operate.
Another trend is to encourage use of the campus branch for members of the community. This can help cost justify the expense for the bank and bring peripheral benefits to the campus such as strengthening town-gown ties and exposing the community to other services offered by the institution.
A myriad of factors influence the decision
As you can see there is no single factor that answers the ‘branch or no branch’ question. There is a matrix of contributors that must be weighed in tandem. But when student population, service exclusivity, revenue shares, space availability, service needs, and the host of other items are evaluated in a realistic manner, the right decision is likely to emerge. If that is a on-campus branch your program and your students are sure to benefit. If it does not end with a branch, however, an extremely effective and beneficial bank partnership can still be developed … it just requires a different approach.
A panel of ID industry experts provided predictions for 2006. One of these glimpses into the future will appear here each day during December.
By Fred Emery, Systems Marketing, General Meters
As we look to industry trends for 2006 we will see a greater offering of services for campus cardholders. This will include service-oriented devices such as Kiosks for ordering food as well as an increase in the ability to make purchases on-line with the campus card. We will also see an increase in service through the use of flexible handheld terminals for event validation, financial functions, security and parking as seen in the General Meters Corporation Pocket 1Card™ terminal. These handheld devices will allow campuses to extend otherwise unavailable services to students at remote locations.
We should also see the campus card used to provide additional security on campus. Through the use of products such as the General Meters Multi-Door Controller™, access control can be extended in an on-line environment to up to 32 doors from a single control unit. If wiring is a problem the Wireless Multi-Door Controller™ and Wireless Door Locks™ available from General Meters Corporation™ will again allow the campus to affordably control up to 32 doors in an on-line wireless environment. Tie this all in with the Master Security Monitor™ to monitor alarm conditions and a campus can provide a secure environment for their students. We should also see an increase in the use of biometrics to assist in creating a secure campus.
It seems that in 2006 we will also see a trend to streamline processes, which will cause campuses to look to their system provider to offer new functions as a single solution provider. This is why General Meters Corporation™ now offers the University One-Card Housing System™ to meet all the needs of the modern campus-housing environment. This includes a web based product for roommate matching, room selection, housing application, dining selection, and student surveys in addition to work orders, key tracking, room inventory, parking, event management and outside merchants.
Students of today are technologically savvy and we must stay on top of the latest technology if we are to meet their growing needs, and as an industry I think we will definitely succeed in doing just that. I know I am excited about 2006 as it should prove to be a year filled with new opportunities in campus card technology, allowing campus card administrators to offer new services and increased security.
Visit General Meters on the web at www.1card.com.
JSA Technologies Inc. has appointed Jon Gear, former Director of Ohio State’s ID card program, as Vice President of Service. Mr. Gear will oversee all service aspects of JSA’s StudentLink product, as well as focus on business development and partnership opportunities.
Jon has more than 15 years experience in the higher education market. At his most recent position as Director of BuckID Card Services at The Ohio State University, he saw web deposits double in three years. He implemented a state-of-the-art video imaging system and the Micro POS system, as well as converted the program to IP based communications and enhanced off-campus merchant reporting.
David Johnson, CEO of JSA stated, “We are very excited about Jon joining our team. He has an entrepreneurial spirit, standard of quality, and ethical standards that are hard to beat.”
Mr. Gear said: “I have found in JSA a company that embodies everything I find most important. JSA is the perfect example of how a company should operate in the higher education arena. The decision to join David and his team was easy.”
JSA Technologies Inc. provides campuses with patented web-access solutions that enhance life for students, parents and campus administrators. Since its inception in 1988, JSA has grown to serve some of the most prestigious institutions in the United States. They can be reached at 877-JSA-TECH (572-8324) or on the web at www.jsatech.com.
Editor’s note: Jon has been a great friend to CR80News and the entire campus card industry. We wish him the best in this new endeavor. Congrats Jon!
