More reasons to agree with LVBear
As an employee, you would have a legal and ethical duty to act in your employer's interest. From that perspective, how would you handle these situations:
(1) My personal opinion is that the profit-maximizing approach for a casino is the Zender method at the old Aladdin -- deal very deep, get lots of hands per hour, train your personnel to spot the actual counters and weed them out. Suppose the company says to you, "Eliot, one of our customers wants to try that. They want you to spend some time there and tell their pit crews and surveillance people everything you know about counters, how to spot them, what kinds of acts they tend to use, what techniques work and don't work against them, etc." You're being asked to put to use the knowledge you've gained over the years from your own play, but also from reading thousands of posts on your site and from personal conversations with AP's. Are you comfortable using that knowledge to make conditions worse for counters?
(2) Suppose they say to you, "It seems like these CSM's are a win-win -- we screw the counters AND we get more hands per hour from the ploppies. If some players don't like it, the lesson from many other joints is that we can force the machines on the low-rollers, who have fewer options, thereby freeing our surveillance people to concentrate on the higher-limit hand-shuffled games. What do you think?" So, what do you tell them? My guess is that, over time, as the technology improves, CSM's will become cheaper and more reliable. We tend to reflexively deride the CSM's because we say that the money lost to counters would be less than the cost of the CSM's, but I'm not sure that's true, especially when you factor in the improved exploitation of the ploppies. Here again, for you to apply your knowledge honestly on behalf of your employer might well result in making conditions worse for counters.
(3) Elsewhere in this thread you commented, "What would help both sides is the knowledge that the methods casinos use to deter counters cost the casinos more than the counters could ever take." That's clearly not correct about all of the methods now used by casinos. For example, if I were running a casino, I think I'd find BJSV and a Griffin subscription to be worthwhile investments. I wouldn't try to get by with fewer people in surveillance by telling them to look only for cheating or mispays and to stop spending time on evaluation of suspected counters. What advice would you give your new bosses on these points? Beyond that, there may be instances in which casinos use tactics that have a short-term negative EV for them, but pay off in the long run by discouraging red-chip counters before they turn into capable black-chip counters. That would be harder to assess, but it's a valid consideration.
Assuming, though, that you could establish that some current anti-AP practices aren't worthwhile economically, I agree with other contributors who've commented about the psychological aspects of casino attitudes toward us. You might point out a change that would slightly increase their profits, but they wouldn't do it because they don't want to feel that we're getting away with anything. There's also the prevalence of the response But We've Always Done It This Way, and nobody wanting to be the first to make a significant change and possibly looking like a jerk if it backfires. For these reasons, I don't think there'd be many instances where you'd be able to effect a change that benefited both the casino and the AP community.
A final point: You and others sometimes talk about how much money counters now win. You have to think about what would happen in a hypothetical world in which casino countermeasures were decreased. Suppose a zealous state regulatory authority were to decree: "You can't ban counters, you can't flat-bet them, you must allow at least a 20-1 ratio to all players at all tables, you must deal at least 75%, and you must pay 3:2 on blackjacks." What would happen? The place would be hit by multiple teams with seven-figure bankrolls. That's an extreme example but it illustrates the point that your analysis for your new employer would have to go beyond the question of how much money counters are now winning.