Month: March 2025

After making a big switch in her career, Tara Brandon loves the challenge of managing her team as the Plant Manager of GCP in Augusta, GA. 

About empowHERed

Saint-Gobain North America’s empowHERed series features the women in manufacturing of Saint-Gobain North America. Whether they work in product innovation, engineering, on the product line, or in development, they are making an impact in manufacturing. Discover your career at Saint-Gobain North America.

Watch the full empowHERed video series on YouTube.

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group, celebrating its 360th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

€46.6 billion in sales in 2024
More than 161,000 employees, locations in 80 countries
Committed to achieving net zero carbon emissions by 2050 

DAVIDSON, N.C., March 20, 2025 /3BL/ – Trane® – by Trane Technologies (NYSE: TT), a global climate innovator, is strengthening its thermal management system capabilities for data center environments through the new Trane® Fan Coil Wall platform featuring innovations designed and developed through close collaboration with data center owners and operators. Trane engineers leveraged decades of precision climate control expertise to deliver a platform that offers standard and custom models designed for performance, efficiency, and seamless systems integration. 

“The new Trane Fan Coil Wall reflects our close relationships with our customers, serving as a trusted advisor and comprehensive thermal management systems provider,” said Steve Obstein, Vice President and General Manager, Data Centers & High-Tech, Trane Technologies. “From ideation to co-innovation, working alongside our customers gives us key insights for designing, developing and manufacturing specific solutions to help them stay ahead of the dynamic data center environment.”

Trane maintains proximity throughout the ownership lifecycle through Smart Services, offering advanced monitoring, predictive maintenance, and performance optimization. Leading service capabilities give data centers access to proactive solutions designed to protect the uptime of their thermal management systems, backed by Trane’s network of highly trained service experts strategically positioned close to customers. 

Delivering proven, mission-critical performance: 
Data center owners require reliable performance and redundancy, as cooling is critical to business continuity. The Trane Fan Coil Wall is designed specifically for data center cooling, not repurposed from other applications. It integrates seamlessly with Trane thermal management systems and universal systems to deliver precise cooling and help maintain optimal conditions in AI-driven computing environments.

The units circulate conditioned air using chilled water from the chiller, which removes heat through a closed-loop system, often enhanced by energy-efficient cooling towers. Together, these Trane solutions offer exceptional energy efficiency, scalability, precise environmental control and lower operational costs.

Made to order with dedicated production capacity: 
Trane Fan Coil Wall units are manufactured at a U.S. Trane production facility, with dedicated production capacity for the data center industry to provide design flexibility to support unique specifications and design revisions. The data center-specific production capacity helps secure product availability and delivery of time-sensitive product needs to help maintain mission critical data center uptime and meet growing demand for cooling solutions driven by AI and 5G computing.

Energy efficiency for reduced costs and carbon emissions: 
The Fan Coil Wall’s lower-power fan array reduces energy consumption, enhancing power usage effectiveness (PUE), helping to lower operational costs, and reduce carbon emissions. A factory-installed Symbio® 500 controller enhances energy and system performance for reliable and efficient operations. This commitment to energy efficiency and sustainability aligns with the growing emphasis on reducing the environmental impact of data centers. 

Details and Specifications:

Performance & Durability: With a cooling capacity of 400 kW or greater (up to 110K CFM+), the Fan Coil Wall helps maintain favorable conditions and promotes equipment reliability. Standard 2” MERV 8 high-efficiency filters improve indoor air quality, with optional MERV 11 or 13 filters available.Flexibility & Ease of Installation: The standard two-piece units support easy installation and fast startup, ideal for new construction. Single-piece units are also available, offering greater flexibility for data halls or existing facilities with space or access constraints.Customizable Solutions: Designed for performance, efficiency and seamless integration, the customizable systems deliver cooling and reliability for unique applications. Flexible configurations and factory-installed piping with integrated water control valves help reduce installation time and help provide precise and reliable cooling.

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About Trane 
Trane – by Trane Technologies (NYSE: TT), a global climate innovator – creates comfortable, energy efficient indoor environments through a broad portfolio of heating, ventilating and air conditioning systems and controls, services, parts and supply. For more information, please visit www.trane.com or www.tranetechnologies.com.

About Trane Technologies 
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. For more on Trane Technologies, visit tranetechnologies.com.

© 2025 Trane. All Rights Reserved.​​​​​​​ 
All trademarks referenced in this document are the trademarks of their respective owners.

Originally published on Principal.com

I started out with a challenging past, limited resources, and big dreams. My journey at Principal® has taught me that professional growth is less about achieving milestones on a prescribed path and more about channeling personal strengths. 

Here, the door is open to do so. 

A culture of accessible leadership 

My journey began with a chance encounter. I met a Principal Vice President while working at a careers fair, and we really hit it off. As a near-graduate with plans already set, I wasn’t looking to apply to a sales development program (not my field at the time) at a company I hadn’t heard of. But the connection stuck with me, and I sent in my resume. 

The night before my final interviews, I attended a happy hour and met a leader who would become instrumental in my career. She took the time to have a candid conversation and address some personal concerns I’d shared. This wasn’t just a professional courtesy—it was another real connection. 

Later down the road, the Principal CEO accepted a meeting with me simply because I asked. 

The willingness to take care of employees has gone above and beyond. Truly. When I didn’t have housing as a new hire, a colleague went so far as to welcome me into his home. This is not part of our employee benefits; it would never be expected. His gesture changed things for me and formed a lifelong friendship.  

Owning what you bring to the table

There’s a stereotypical image of a financial sales professional—a persona I simply don’t fit. But that’s never been a problem here. Principal doesn’t need its sales people to conform; it needs us to connect. 

My mentors consistently reinforced this message: Be who you are, not who you think you should be. Your authenticity is your greatest professional asset. Instead of trying to fit a mold, I learned to tap into my own skills, my own communication style, my own way of building trust with clients. 

There have been plenty of times I’ve advocated to try something new or work toward change. It isn’t just tolerated, it’s celebrated. 

Creating your own opportunities 

I work remotely, which could be seen as a barrier to growth. But I’ve found plenty of opportunities and visibility by volunteering for cross-functional projects, reaching out with innovative ideas, and consistently demonstrating my commitment.  

Take for example my work with the LGBTQ+ employee resource group. By showing genuine commitment and proactively pitching some ideas for organizational change—like addressing marketing language to be more inclusive and highlighting the purchasing power of the LGBTQ+ community—I made both an impact and an impression. I even wound up presenting to the Principal board of directors. 

I also lead a Career Development Network pod, helping colleagues navigate their professional growth. It’s an opportunity on both sides of the table. So many leaders and mentors have invested in me, and it’s important to me to invest in others in return. 

I’ve gone from foster care to presenting in the boardroom, but my story isn’t about being an exception. It’s about demonstrating that with the right mindset and support, potential exists for anyone. 

When you show up authentically, work hard, and remain curious, there are no limits.  

University of Georgia is not an affiliate of any member company of the Principal Financial Group® 

Principal® is an Affirmative Action and Equal Opportunity Employer and an E-Verify participant. All qualified applicants will receive consideration for employment without regard to age, race, color, religion or religious creed, sex, gender, gender identity, gender expression, pregnancy, national origin, ancestry, citizenship status, mental or physical disability, medical condition, genetic information or characteristics, sexual orientation, marital status, domestic partner status, military status, protected veteran status, or any other characteristic protected by law. We also prohibit harassment on these bases.

Know your rights: Workplace discrimination is illegal (dol.gov) 

If at any stage of the employment application process you need a reasonable accommodation due to a disability, contact Human Resources at MyHR@principal.com or 1-866-524-6947. Read our employment policies for more information. 

Recruitment fraud is a scheme that offers fictitious job opportunities to people. This type of fraud is normally done through online services such as bogus websites, social media, or through unsolicited emails/SMS texts claiming to be from Principal or Principal employees. Only applicants who have filled out an official application on our career site (careers.principal.com) will be considered for employment opportunities. Principal will never ask for money during any stage of the employment application process. If you receive a communication (e.g., LinkedIn message, Facebook Messenger, SMS text, personal email, etc.) asking for money or personal financial information, don’t engage or respond. Please contact our Human Resources team at MyHR@principal.com or 1-866-524-6947, and your local law enforcement. For more information, review our recruitment fraud information.  

You can find our U.S. workforce privacy notice here. 

Insurance products and plan administrative services provided through Principal Life Insurance Company®, a member of the Principal Financial Group®, Des Moines, IA 50392.

4107129-122024

Authored by Ed Ricks, Jessica Drexler

Adopting an Electronic Health Record (EHR) system is one of the most transformative changes a healthcare organization can undergo. The promise of streamlined workflows, improved patient care and enhanced collaboration between care teams hinges on successful EHR implementation and long-term utilization. However, all too often, organizations overlook the critical role that change management and ongoing training play in maximizing the system’s effectiveness.

Effective EHR change management requires a comprehensive approach that begins long before go-live, fostering a culture where staff feel prepared to embrace the new system. This involves early knowledge development, real-time support and clear communication about the system’s benefits. By integrating change management from the outset, healthcare organizations can help staff feel confident in their new workflows, reducing stress and minimizing disruptions to patient care.

Empowering employees through early engagement

Change management in healthcare is about more than just training employees on how to use a new system—it’s about preparing them for change itself. The sooner staff members are familiarized with their new roles and responsibilities, the smoother the transition will be. By involving individuals who will be responsible for the change early on, organizations can tap into natural leaders who will champion the EHR implementation.

Rather than waiting until the months leading up to go-live to designate super users, organizations should identify and nurture these leaders throughout the project. Doing so not only prepares the team but helps alleviate the stress and resistance typically associated with major transitions.

Reducing resistance with a sense of control

One of the biggest challenges during organizational change is resistance, particularly when individuals feel a loss of control, which can overshadow potential gains. To address this, change management strategies that promote early readiness help empower staff and give them a sense of control throughout the transition process.

To reduce the emotional resistance that often accompanies change, organizations can assess and respond to readiness indicators, communicate clearly, actively involve staff in the decision-making process and offer autonomy in how they adopt the new system.

Continuous support and training: The key to long-term success

Training should not be a one-time event. Clinical workflows and the demands of healthcare professionals are complex, and training must reflect this. To ensure ongoing competency and maximize the long-term success of the EHR system, organizations must build in redundancy and offer continuous support.

Repetition and redundancy: Effective training involves repetition. Even after the initial training sessions before go-live, it’s critical to offer refresher courses, annual training sessions and follow-up support. Continuous reinforcement ensures that staff remain confident in using the system and don’t revert to outdated practices.At-the-elbow support: One of the most valuable support methods during go-live is at-the-elbow support. This involves having super users and other experts available to assist staff in real time as they use the system with actual patients. During this high-stress period, staff are dealing with both technical learning and patient care. Immediate assistance can help mitigate frustrations and improve the user experience.Multiple training modalities: Not all staff members learn in the same way, so a variety of training modalities is crucial. This could include in-person sessions, virtual training, recorded tutorials and digital adoption platforms (DAPs). These tools can be integrated into the system to provide in-context, guided support for users as they navigate the EHR.

Tracking competency and measuring success

It’s vital to monitor and measure how well staff are using the system post-go live. Most EHR systems don’t come with built-in competency tracking tools, so organizations must integrate third-party learning management systems (LMS) or other solutions to monitor training effectiveness.

By establishing clear key performance indicators (KPIs) from the outset — such as system adoption rates, utilization levels and user satisfaction — organizations can assess whether the EHR system is meeting its intended goals. Effective governance is crucial to ensure that these KPIs are tracked, and that there is an ongoing process for addressing any issues or challenges that arise.

Building a culture of continuous learning and governance

As with any system, ongoing post-go-live support and maintenance are necessary to ensure continued success. Prior to deployment, organizations must establish a governance structure that ensures role and responsibility clarity for regular system updates, ongoing training and continuous support.

This governance process also plays a critical role in helping maintain employee engagement and confidence. If employees know that their concerns and challenges will be addressed, and that the system will evolve with their needs, they are more likely to embrace the system in the long run.

Proving the value of your investment

When organizations commit to a significant investment like an EHR system, they must be able to demonstrate its value. This value isn’t just measured by its performance at go-live, but by how well it supports patient care, enhances collaboration, and improves workflow efficiency over time.

Governance, training and support are integral to proving the value of that investment. By maintaining high adoption rates and demonstrating continuous improvement in clinical workflows, organizations can confidently show that their EHR investment has been worthwhile.

How we can help

Successful EHR implementation is about more than just rolling out a new system, it’s about fostering an environment where staff feel supported, engaged and empowered to use the system effectively. At Baker Tilly, we work with organizations to ensure that their EHR implementations not only go smoothly but that the system remains a valuable tool for years to come.

From early engagement to ongoing training and support, we help organizations navigate the complexities of change management and build a foundation for long-term success. With the right approach, healthcare organizations can maximize the benefits of their EHR systems, improve patient care and enhance overall operational efficiency.

Connect with a Baker Tilly specialist to learn more