Bacardi’s Talent Management VP on Blending a 160-Year Family Heritage With a Modern Twist

Originally published on WorkLife 

As global VP of talent management for the past decade-plus at one of the world’s best-known spirits brands, John McCusker has witnessed firsthand the challenges faced by HR teams everywhere — but with a twist.

At a time when conversations about the workplace tend to revolve around AI, RTO, the impact of President Trump’s rapid-fire directives and other changes in the way business is done, McCusker remains focused on something fundamentally different at Bacardi Ltd.: preserving human connection.

“How do we keep humanity in the workplace?” he asks, recalling conversations with fellow HR leaders at a recent conference. While everyone else there was fixated on the implementation of AI, McCusker found himself wondering about a more pressing matter: how companies can deploy AI to help line leaders connect with their people on a more personal level.

That thinking comes at a time of intense challenges for the spirits trade — particularly as Trump’s trade policies threaten to turn that industry, as so many others, upside down.

The emphasis on people is not some touchy-feely proposition. A people-first approach to talent management is at the heart of the 160-year-old, family-owned spirits marketer, beginning with how the company views its employees — affectionately called primos, Spanish for cousins. The term originated years ago when the chairman was addressing senior leadership and noted, “When we talk to one another as family members, we say ‘Hola, primo!’ — because when we think about you as leadership and the rest of the organization, we see you as extended family.”

“In families there are no annual performance reviews — you have just-in-time, dynamic, in-the-moment, authentic conversations about what’s working and what isn’t working.”

– John McCusker, VP of talent management, Bacardi Ltd.

At Bacardi, that isn’t just corporate speak — it is at the core of how talent management functions. As McCusker explains, “Do you sit down with your spouse or your partner at the end of the year and have a formal year-end review? In families there are no annual performance reviews — you have just-in-time, dynamic, in-the-moment, authentic conversations about what’s working and what isn’t working.”

It is that perspective that catalyzed the creation of “Let’s Talk,” Bacardi’s distinctive approach to performance management, launched in 2016. Rather than traditional performance reviews, the program encourages natural, employee-driven conversations that happen across the year. “We said the world’s changing at a pace that we probably need to rethink,” McCusker said. “Is it really relevant to say on the first of April, ‘Here’s what we’re going to do’ — and then the world changes and you look back on the 31st of March to something that very quickly became out of date?”

The company’s timing executing an ongoing, fluid dialogue with its people couldn’t have been more perfect. When the pandemic hit and Bacardi’s workforce went remote, it meant the company already had a performance system in place built on trust, authentic communication and regular conversations. The results speak for themselves: employee engagement scores improved after the implementation of the policy, while metrics related to performance management showed marked improvement. Team members reported high satisfaction with both the frequency and quality of conversations about expectations and career development, according to McCusker.

Bacardi’s talent approach is anchored in what McCusker calls the “Three F’s”—Fearless, Family and Founders. The “Fearless” component carries dual significance, meaning the courage to, as McCusker puts it, “run through walls to deliver objectives,” as well as the vulnerability to “put your hand up and say, ‘I need help.’”

The emphasis on authentic leadership runs like a thread through all the company’s development programs, McCusker explains. “How do we move leaders from being heroes to humans?” he said, noting that corporate leaders are encouraged to embrace their own humanity and vulnerability versus maintaining some façade of perfection.

“John brings a level of expertise, empathy and vulnerability that creates an open dialogue central to creating a positive workforce where talent can flourish.”

– Tony Latham, regional president, Bacardi North America

Meanwhile, the “Family” element manifests in an “all-in mentality,” encouraging employees to think “Bacardi first, then team, then you.” The approach aligns incentives with collective success rather than short-term individual gains — a marked departure from the shareholder-first mentality of many publicly traded organizations.

For a company with a century and a half under its belt, balancing tradition with innovation can be a tall order. McCusker sees it not as a contradiction, however, but as complementary. “It’s not an either-or — it’s and,” he said, with team members encouraged to ask: “How do you celebrate the past as you build an even richer and more successful future?”

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ENGIE Energy Census Highlights Rising Prices, Volatility, and Shifting Strategies

HOUSTON, May 29, 2025 /PRNewswire/ — ENGIE North America (ENGIE), announced today, in collaboration with Energy Research Consulting Group (ERCG), the release of the 2025 North American Business Energy Census. This third annual report offers valuable market insights and opinions from over 100 aggregators, brokers, and consultants (ABCs), representing approximately 760,000 end-use customer locations.

“During uncertain times, our role as a retail energy supplier provides a critical link between supply and demand,” said Anne-Laure Chassanite, chief executive officer at ENGIE Resources. “Through our steadfast commitment to renewable energy and recognizing voice of customer, we navigate market volatility and help assure a sustainable and resilient future.”

Drawing insights from over 100 survey respondents, ENGIE’s Business Energy Census report highlights the evolving energy sector and the growing importance of strategic energy management for organizations of all sizes. Survey participants include a spectrum of energy management advisor roles with a diverse client base across commercial, industrial, and institutional sectors.

The 2025 Business Energy Census identifies several trends that indicate heightened volatility and uncertainty in the energy market, including:

  • Energy’s Strategic Role: A slight shift in priorities, with 10% of respondents reporting that energy had become less strategic among their end-user clients.
  • Forecast of Rising Prices and Volatility: Expectations of increased volatility in natural gas and power prices.
  • Green Premium Acceptance: A softening in demand for renewable energy with price premiums.
  • Strengthening Regulatory Support: Increasing awareness among ABCs regarding the need for more advocacy and efforts to improve regulatory frameworks.
  • Energy’s Impact on Mergers and Acquisitions: Intensification to secure reliable, affordable, and sustainable energy sources, setting the stage for strategic consolidations and investments.
  • Addressing Market Information Challenges: A slight decline in the perception of the availability of quality market information among ABCs.

Based on the 2025 Business Energy Census results, customers and partners can find observations that highlight the evolving complexities and strategic importance of energy management across diverse business sectors. The report underscores the need for agile and forward-thinking strategies to navigate increased volatility and geopolitical tensions and support the development and delivery of green energy solutions for power and gas customers.

To view the complete survey report, please visit: www.engie-na.com/2025census

As an affiliate of ENGIE North America, ENGIE Resources aims to deliver journey-specific insights from diverse firms across various geographical locations, revenue brackets, and business models.

Based in Boston, ERCG provides business intelligence and consulting services to energy market participants on entry strategies, investment opportunities, and market & policy dynamics. “Energy ABCs have a front row seat to the rapidly changing economic and political environment – and their impacts on end-use customers,” said Young Kim, Principal.  “The annual Business Energy Census gives us a powerful tool to analyze year-over-year changes in sentiment. We are proud to partner with ENGIE Resources to keep our fingers on the pulse of the business community.”

About ENGIE

Based in Houston, Texas, ENGIE North America Inc. is a regional hub of ENGIE, a major player in the energy transition, whose purpose is to accelerate the transition towards a carbon-neutral economy. With 98,000 employees in 30 countries, the Group covers the entire energy value chain, from production to infrastructures and sales. ENGIE combines complementary activities: renewable electricity and green gas production, flexibility assets (notably batteries), gas and electricity transmission and distribution networks, local energy infrastructures (heating and cooling networks) and the supply of energy to local authorities and businesses. Every year, ENGIE invests more than $10 billion to drive forward the energy transition and achieve its net zero carbon goal by 2045. ENGIE (ENGI), is listed on the Paris and Brussels Stock Exchanges.  For more information on ENGIE in North America, please visit our website at www.engie-na.com or our LinkedIn page at www.linkedin.com/company/engie-north-america-inc.

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SOURCE ENGIE Resources

Small Businesses Stay Confident Amid U.S. Economic Uncertainty

Originally published on GoDaddy Newsroom

TEMPE, Ariz., May 29, 2025 /3BL/ – Nearly half of U.S. small and microbusiness owners expect the national economy to weaken in the coming months. Despite the outlook, most still believe their own businesses will grow, according to new survey data released today by GoDaddy.

In the latest findings from the GoDaddy Small Business Research Lab, formerly known as Venture Forward, 49% of 2,100 U.S. microbusiness owners* surveyed predict a weaker economy in the next six months. That is up 17 points from 2024. Even so, 66% of respondents have positive revenue expectations, and only 9% forecast a sales decline.

“Small business owners are realistic about the economy, but they believe in themselves,” said GoDaddy CEO Aman Bhutani. “GoDaddy’s research shows they remain intent on pushing their small businesses forward.”

The GoDaddy Small Business Research Lab findings reflect a steady shift over time. In 2023, 73% of microbusiness owners said they expected to grow revenue in the first 6 months of the year. Now in 2025, it stands at 66%. Most respondents still expect growth, clearly, but the trend indicates weakening optimism.

Entrepreneurs are also adjusting their long-term goals. 40% now say they plan to remain solo entrepreneurs – up from 36% last year – versus aspiring to build mid-size or corporate enterprises. This points to a growing interest in right-sized businesses that match owners’ lifestyles and risk tolerance.

Rising Costs Put Pressure on Small Business Margins

While optimism holds, cost pressures are rising and showing up not just in what small businesses pay, but what they can charge. Over half (52%) of respondents cited limited cash flow as their biggest financial barrier, but existing expenses (34%) and pricing pressure on goods and services (33%) ranked highest among specific cost challenges.

These pricing pressures are especially acute among Construction & Home Trades (40%) and Creative-Media businesses (36%), with solo operators and small teams reporting they are feeling the pinch of existing operating costs the most. For businesses with 5–9 employees, wages emerged as the top cost barrier (45%), reflecting a shift toward labor-related pressure once headcount rises.

One in three owners (33%) also named financial strain as their primary source of stress—ranking it above challenges like adopting new technology, managing vendors, or finding and retaining customers.

Access to capital, often a major hurdle for new businesses, appears to be improving. Only 8% of owners say it is their top challenge, down from 10% the year before.

Sharing their perspective on the results, Victor W. Hwang, founder and CEO of Right to Start, a nonprofit that promotes U.S. small business growth, added: “The results of this GoDaddy survey demonstrate quantitatively the drive and resilience of entrepreneurs all across the United States. Their commitment to their enterprises is relentless and innovative. America’s entrepreneurs are an extraordinary resource for strengthening the U.S. economy and growing new businesses and jobs nationwide.”

Commenting on the findings, small business owner Leo Lopez owner of San Jose-based La Fenice Pizza said: “The economy is definitely uncertain right now, but as a small business owner, you learn to live with that. I’ve had to adjust, simplify, and focus on what really works, and that’s helped me grow stronger. For me, resilience isn’t about being unaffected. It’s about finding a way to keep going, even when things get unpredictable. That’s how I’ve built my business, and I think a lot of us are doing the same.”

“Entrepreneurs are planning for what is ahead,” Bhutani added. “They are navigating these times by staying focused and determined. At GoDaddy, our job is to make sure they have the tools they need to succeed.”

For more insights from GoDaddy’s latest small business research, visit the full report here:
https://www.godaddy.com/ventureforward/the-future-of-entrepreneurship-is-leaner-smarter-and-more-resilient

About GoDaddy

GoDaddy helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com

* Microbusinesses are small businesses that typically employ fewer than 10 employees.

Source: GoDaddy Inc.

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Pye-Barker Fire & Safety Expands Pacific Northwest Presence with Acquisition of Moore Fire Protection

ATLANTA, May 29, 2025 /PRNewswire/ — Pye-Barker Fire & Safety — the largest fully integrated and full-service fire protection, life safety and security services provider in the United States — has acquired Moore Fire Protection, a premier fire sprinkler company serving the Seattle area. This strategic acquisition enhances Pye-Barker’s recent expansion of security services in the Pacific Northwest, allowing the company to offer comprehensive life safety under one roof.

Moore Fire Protection, founded in 1987 by Tracy V. Moore, has built a reputation as a leading expert in the fire sprinkler industry throughout the Pacific Northwest. Based in Seattle, Washington, the company specializes in sprinkler design, installation, inspection, testing and maintenance, serving churches, schools, retail spaces and office buildings with innovative technology, careful attention to detail and cost-effective solutions.

“For more than 35 years, our team has been dedicated to saving lives one sprinkler at a time,” said Tracy V. Moore, founder of Moore Fire Protection. “Joining Pye-Barker allows us to continue our mission while expanding our capabilities and resources. Their commitment to preserving local business legacies while providing growth opportunities aligns perfectly with our values of passion, innovation and integrity.”

“Moore Fire Protection’s expertise in fire sprinkler systems complements our recent growth in the Pacific Northwest,” said Bart Proctor, CEO of Pye-Barker Fire & Safety. “By combining security and alarms, fire sprinklers and suppression services, we now provide customers in the Seattle area with complete protection solutions from a single, trusted provider. Tracy and his team have built an impressive operation driven by technical excellence and customer commitment — values that resonate deeply at Pye-Barker.”

Moore Fire Protection’s experienced technicians will continue to serve customers in the Seattle area, backed by Pye-Barker’s resources and support. Nelson Mullins Riley & Scarborough, LLP represented Pye-Barker in the transaction.

About Pye-Barker Fire & Safety 

The U.S. leader in fully integrated life safety systems, Pye-Barker Fire & Safety provides complete fire protection and security systems nationwide. With over 250 locations and 8,000 team members, Pye-Barker ranks No. 849 on the Inc. 5000 and No. 8 on the SDM 100. 

Visit pyebarkerfs.com/acquisitions to learn why we’re the industry’s acquirer of choice. 

Contact:
Rod DiBona
EVP, Business Development – M&A
rod.dibona@pyebarkerfs.com 

Media Contact:  
James Taylor 
jtaylor@fulltiltconsulting.com 

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SOURCE Pye-Barker Fire & Safety

AllianceBernstein: Materiality Matters – The ESG Factors That Count

Patrick O’Connell, CFA| Director—Responsible Investing Portfolio Solutions and Research

John Huang, CFA| Director of Responsible Investments, Data and Technology—Responsibility

Erin Bigley, CFA| Chief Responsibility Officer

The materiality of ESG factors differs across sectors and markets. Investors need to understand how.

As environmental, social and governance (ESG) factors help contribute to—or detract from—security returns, it makes sense for active investors to integrate them into security selection. But there’s a wide disparity in the materiality of ESG factors across investment sectors and markets. In our view, understanding this dynamic is the key to successfully incorporating ESG risks and opportunities into portfolio construction.

For many investors, whether fixed income or equity, the process of integrating ESG factors into their strategies begins with correlating the relevance of each factor to individual industries. At a basic level this shows, for example, that greenhouse gas emissions are a particular risk for mining companies and electric utilities, while customer privacy is a key concern for the healthcare sector.

This is a good starting point but offers an incomplete perspective. We believe a much deeper dive is necessary to fully dimension the materiality of ESG factors for portfolio performance. Investors need to know how a particular factor may affect investment returns for a given sector or market.

Factors Can Have Wide or Narrow Impacts

Factor attribution using historical returns can reveal how ESG factors have contributed to investment returns in the past, whether for a sector or an entire investment universe, in equities or in bonds.

We’ve observed that some factors can be financially material for all companies in a market, regardless of sector. For example, we divided stocks in the MSCI All Country World Index into quintiles according to their total recordable incident rate (TRIR)—the number of workplace injuries or illnesses—then compared their returns relative to the parent index over 14 years. The results show that high TRIR consistently underperformed the market and that low TRIR consistently outperformed.

Similarly, in the bond market, “social fines” is a powerful, index-wide factor. Social fines are regulatory penalties imposed for nonenvironmental reasons, such as workplace health and safety and anticompetitive practices.

Other ESG factors with broad relevance across investment sectors include CEOs’ length of tenure and employee turnover. For investors wishing to integrate ESG factors into their portfolios, it’s useful, in our view, to know which factors have index-wide applicability.

Factor attribution can also reveal which ESG factors are particularly relevant to a specific sector and which have historically shown no financial materiality.

Another advantage of factor attribution is that it can lead to observations that are unexpected and even counterintuitive. We found, for example, that companies with high ESG disclosures broadly performed better than those with low or no disclosures, regardless of whether their ESG practices were good, bad or indifferent. In the case of ESG metrics where there was no significant under- or overperformance relative to the market—CFO tenure and split roles for CEO and chair of the board—companies that disclosed data outperformed companies that didn’t disclose, on average.

Fundamental Research Enhances Insights from Factor Attribution

But factor attribution alone is not enough, in our view; it should complement fundamental research.

Understanding the effect of ESG factors on performance is most valuable in the context of broader research into how well a company is managed. For example, fundamental research can show that a high TRIR affects productivity directly, through lost working hours, and indirectly, by creating a culture in which workers are undermotivated because they don’t feel safe. Additionally, factor attribution works best with long data series, which are not always available, stressing the importance of fundamental research.

Another way fundamental research can help is in measuring ESG factors appropriately to a particular sector, instead of taking the generic approach typically used by many third-party ESG databases. This could mean, for example, measuring carbon emissions in terms of miles per gallon for automakers, per passenger mile for airliners and per ton of cement produced for building-material companies.

And it can tease out the nuances underlying many ESG factors. In the case of the mining sector, for example, fundamental research can focus on tailings dam risk within the more broadly defined factors of water and hazardous materials management.

As this small snapshot of an ESG materiality matrix shows, these insights can be mapped very simply. But it’s the quality of the information behind it that gives the map its value: the understanding of how ESG factors can be financially material across investment sectors, industries and markets. By embedding such knowledge in their securities research and portfolio construction, investors, in our view, may significantly enhance the potential for outperformance.

The authors wish to thank Peter Højsteen-Ljungbeck for his contribution.

The views expressed herein do not constitute research, investment advice or trade recommendations and do not necessarily represent the views of all AB portfolio-management teams. Views are subject to revision over time.

MSCI makes no express or implied warranties or representations, and shall have no liability whatsoever with respect to any MSCI data contained herein.

The MSCI data may not be further redistributed or used as a basis for other indices or any securities or financial products. This report is not approved, reviewed or produced by MSCI.

Learn more about AB’s approach to responsibility here.

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Discovering the Science Behind Volunteering

Mastercard

Loaded with microscopes, robots and VR headsets, Croatia’s “STEM on Wheels” mobile lab weaves its way from tiny mountain villages to Adriatic islands, giving kids the hands-on science skills they need to get ahead. From tips on investigating insects to using underwater drones, taking the van on the road gives the nonprofit Association Bioteka’s educators a chance to show kids in often under-resourced locations how to apply science to solve problems.

Its lively sessions have proven hugely popular, with more than 10,000 kids joining its STEM labs, workshops and camps. But that has left Bioteka President Jelena Likić and her three permanent staff little bandwidth — or opportunity to learn business development skills — to grow the nonprofit. Plans to build a center for STEM and sustainability in the Croatian capital, Zagreb, have repeatedly stalled because of limited capacity and resources.

That’s why Likić jumped at the chance earlier this year to join Mastercard’s Launch for Social Impact Challenge volunteer program, aiming to tap into the company’s deep talent pool to help make her STEM center a reality. The challenge is designed to encourage graduates hired for Mastercard’s 18-month Launch rotating job program to volunteer their time to help other organizations grow.

“Exactly those skills that Mastercard was offering were the ones we lacked,” says Zagreb-based Likić. “We have so many world problems that no individual can solve — we have to collaborate.”

The Mastercard/Bioteka affiliation is part of a growing shift toward nonprofits building deeper relationships with companies. These partnerships are valuable to both, enabling nonprofits to access critical skills and resources while giving companies an opportunity to connect with communities and gain real-world insight into their challenges.

It’s also helping companies attract talented staff, as research shows Gen Z is more likely to choose to work for a company that offers them the chance to do pro bono projects where they feel they can make a difference.

“This kind of program goes beyond traditional volunteering,” says Yasmin Mesbah, a senior program manager at Pyxera Global, a nonprofit that designs and delivers cross-sector programs to solve systemic social challenges. “It’s leadership development in action.” Pyxera Global partnered with Mastercard to shape the Launch for Social Impact Challenge into a transformative experience for both employees and communities. “It’s these kinds of experiences that grow globally minded leaders who can navigate complexity and act with agility,” Mesbah adds.

Krisztina Varsanyi, who joined Mastercard’s Launch program in Budapest last year, was one of about 200 people from across Europe accepted for the challenge. She hoped the experience would give her a chance to make an impact and expand her network.

When the monthlong program started in February, Varsanyi threw herself into the activities by leading a five-person team of Launchers, as they’re known at the company, tasked with devising a road map for Bioteka to finance, build and launch its STEM center. Slotting the volunteer work around her job as an associate consultant, she found that meeting with Bioteka for feedback on her team’s proposal to host events and camps was a hands-on way to build up her project management skills.

“It’s changed the way I think of volunteering,” says Varsanyi, 22. “It’s made me realize I can apply my knowledge and technical skills, and volunteer with my brain.”

Finding ways to create a collaborative team culture and steer volunteers toward tight deadlines also tested Barbara Kocsó’s management skills as the Launcher led another team in building a communications strategy for Bioteka. She found that her previous experience volunteering for HiSchool, a Hungarian NGO that supports high school students in choosing careers, gave her team a head start as they strategized a four-point plan to promote Bioteka’s programs and build relationships to support its fundraising.

“It fosters our ‘doing well by doing good’ company culture,” says Kocsó, 27, who, like Varsanyi, is an associate consultant in Budapest.

A few months down the track, Bioteka is already using the ready-to-implement plans drawn up by the Mastercard Launchers to fine-tune its communications strategy and highlight its science and sustainability work. The challenge served as a catalyst, helping Bioteka move closer to launching its STEM center and expanding access to science and sustainability education for more children — especially girls. (A 2024 UNESCO report showed that women made up only 35% of STEM graduates despite comprising more than half of university enrollment.)

For both Vasanyi and Kocsó, pulling teams together to resolve complex problems has shown them new ways to approach everyday workplace issues and gotten them hooked on working pro bono. As programs like this expand, they’re defining what it means to volunteer — not just offering time but contributing insight, building systems and shaping what inclusive innovation looks like on the ground.

“Volunteering gets us out of the bubble we all live in,” Varsanyi says. “No matter how small you start, how little you volunteer, it really does make a real-world impact.”

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

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West Valley City Community Celebrates New Futsal Fields, With Support From KeyBank, Rise Athletics Foundation and Real Salt Lake

WEST VALLEY CITY, Utah, May 29, 2025 /3BL/ — The West Valley City community, including families, children and business partners, came together in West Valley City’s Centennial Park May 20 to celebrate the recent opening of two futsal fields and meet players from Real Salt Lake and the Utah Royals. The new fields – made possible through support from RISE Athletics Foundation, KeyBank and Real Salt Lake – opened in late 2024.

West Valley City’s Parks and Recreation Department opened the new futsal fields in Centennial Park in late 2024 and were the first publicly available fields in the city. Futsal, which is a smaller version of soccer played by up to five players per team, is quickly growing in popularity with West Valley City youth.

“Our mission at KeyBank is to help our community thrive,” said Drew Yergensen, KeyBank’s Utah market president. “We are proud to partner with RISE and RSL to bring these new futsal fields, which are already making a positive impact in our community, to life.”

West Valley City is the home of KeyBank’s newest branch which opened in 2023. Since then, KeyBank’s presence in West Valley City continues to expand by supporting clients and the community.

About KeyBank

In 2025, KeyCorp celebrates its bicentennial, marking 200 years of service to clients and communities from Maine to Alaska. To learn more, visit KeyBank Heritage Center. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $189 billion at March 31, 2025. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

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Baker Tilly Buzzhouse Podcast: What 2025 Could Bring for Housing Tax Policy

Baker Tilly’s podcast series specifically for professionals in the multifamily housing industry

On this episode of BuzzHouse, Don Bernards and Garrick Gibson sit down with Thom Amdur, Senior Vice President of Policy and Impact at Lincoln Avenue Communities. Thom shares what he’s tracking on Capitol Hill and what could be coming next for affordable housing, tax reform and federal regulation. From the Affordable Housing Credit Improvement Act to changes in NEPA and Davis-Bacon, he breaks down the legislative and administrative shifts likely to impact developers, investors and housing professionals heading further into 2025.

Multifamily housing resources

For articles, webinars and additional resources for developers, housing authorities, property managers, state housing credit agencies and lenders, visit our multifamily housing page.

For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

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Improving Data Center Sustainability With Cisco MDS 9000 Transceiver Power-Control Capability

In the fast-paced evolution of data centers, the spotlight on sustainability has never been brighter. As energy demands surge, finding innovative ways to reduce energy consumption becomes crucial. The transceiver power-control feature within Cisco MDS 9000 switches helps architecting sustainability in storage area networks and contributes to the broader goal of creating more environmentally responsible and cost-effective data center operations.

The Power Challenge in Data Centers

Modern data centers face a formidable challenge in managing escalating power demands. The sheer volume of servers, networking equipment, and storage arrays requires a substantial energy supply, leading to increased operational costs and a larger carbon footprint. The boom of Artificial Intelligence (AI) workloads and their power-hungry underlying infrastructure has changed trajectory and further exacerbated the situation. Addressing this challenge has become imperative for organizations striving for sustainability.

In the journey toward net zero, Scope 2 greenhouse gas (GHG) emissions present a major hurdle for data center operators. With IT gear and network devices operating 24×7, their usage phase is the main contributor to GHG emissions. For network devices, the power demand of optical transceivers continues to rise. An SFP+ transceiver can reach 1.5 Watts, while a QSFP-DD transceiver can exceed 16 Watts. As a result, optical transceivers account for a significant portion of the energy consumption in modern switches and routers. In a typical 1RU switch, optical transceivers could represent 16% or more of its energy consumption under standard operating conditions.

Understanding Transceiver Power-Control Feature

Cisco MDS switches harness the advantages of the transceiver power-control feature to achieve a harmonious balance between performance and energy efficiency. This new capability represents an innovation for the entire industry. Organizations can experience a notable reduction in energy costs, contributing to operational savings while simultaneously lessening their environmental impact.

Typically, when optical transceivers are inserted into switch ports and a user administratively shuts down a specific port, the switch only disables the laser without cutting off power to the optical transceiver. This means that when the port is shut down, the optical transceiver still draws significant power despite a slight reduction.

Starting with Cisco MDS 64G platforms (DS-X9748-3072K9, MDS 9124V, MDS 9148V, and MDS 9396V), there is an SFP FPGA hardware support for controlling power to the transceiver at the per-port level. The transceiver power-control feature utilizes this hardware capability to turn off the power to the transceiver when a port is administratively shutdown. Upon an administrator performing a ‘no shutdown’ on a port, the power is restored to that transceiver. Older Cisco MDS platforms, as well as competitive solutions, do not have this hardware capability and cannot turn off the power when a port is administratively down.

With Cisco MDS NX-OS Release 9.4(2) onwards, the transceiver power-control feature is available and enabled by default on all MDS 64G platforms. With this feature, ports are always-ready, not always-on. In other words, a port is always ready to be powered up, but when administratively down, the port would stay powered off and consume no energy.

Lab tests show that 34 Watts of power are saved for 24 ports in the admin down state with their short-wave transceiver being powered off. Higher savings are achieved with long-wave transceivers.

One practical scenario sees a customer with 6000 ports having 20% of spare ports. The transceiver power-control feature leads to about 1680W saved, equivalent to 14717 kWh/year. For a data center with PUE = 1.5 and assuming 0,27 euro/kWh, this translates into 5960 euro of savings in the energy bill each year.

One feature, many benefits

The transceiver power-control feature is an example of static power control, well-suited for networking devices, where planning for additional connectivity is possible. Customer evidence shows that spare ports account for 10% to 50% of all installed switching ports, indicating that transceiver power-control could drive substantial energy savings.

The transceiver power-control feature has many benefits, including:

  • Up to 32% energy savings for a switch
  • easy operations with remote settings for power control
  • full real-time inventory even for interfaces that are administratively shut (power off), leveraging a highly engineered flow of operations within NX-OS software
  • high reliability under power cycles and without an impact on failure rates, achieved by optimized design and tight qualification of Cisco SFPs
  • SFP agnostic operation, applicable to any type of SFP qualified on 64G devices
  • ubiquitous operation on both 64G switches and director line cards
  • faster restart to avoid any delay for reaching mission mode on links
  • included in the base offering at no additional cost

Enabling/Disabling Transceiver Power-Control Feature

The transceiver power-control feature is enabled by default on Cisco MDS 64G fibre channel switches. The feature can be turned on using the following CLI command:

Enable/disable status of the feature can be viewed using the below CLI command.

Transceiver power status for each port is displayed in the “show interface” CLI command output. In the example below, interface fc1/3 shows that transceiver power-control feature is enabled, and the port is administratively shut. As a result, its power would be zero.

Conclusion

The deployment of Cisco MDS switches supporting the transceiver power-control feature represents a proactive step towards creating more sustainable and cost-effective data center operations. The potential benefits include energy savings, reduced energy bills, improved compliance with environmental standards, and a positive contribution to a more sustainable future.

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Samson Sky Brings High Performance to Its Flying Car Through Exclusive Hybrid-Electric System

PRINEVILLE, Ore., May 29, 2025 /PRNewswire/ — Samson Sky, producers of the Switchblade Flying Car, which had its monumental First Flight in November 2023, has just announced that Beyond Motors will be the primary electric motor supplier they will be going into production with for the Switchblade. ”We’re proud to partner with Beyond, their e-motors are a perfect fit for our unique flying car hybrid-electric system,” said Sam Bousfield, CEO Samson Sky and designer of the Switchblade. Beyond is a Slovenian company and has been providing motors for the marine, aviation, automotive and racing industries for many years. 

Company officials cite that by using their exclusive hybrid-electric Skybrid™ system, they’ve been able to create a “flying sports car” that is high performance both on the ground and in the air. According to the company, the Switchblade has an estimated 100+ mph ground speed (with a respectable 0-60 mph in just over 5 seconds), and 160 mph cruise speed in the air. It can fly up to 500 miles on one tank of premium automotive gas, which you get at your local gas station. 

“With the Switchblade you can fly whenever you want, and we’re looking forward to bringing the freedom of flight to people around the world,” said Bousfield. “There’s nothing like flying above it all – the view out the window is amazing.” According to the company, there are 2400+ Reservation Holders from over 50 countries and from all 50 US states. 

The gas engine powers generators that flow power directly to the motors at the wheels for the ground or the propeller motors for flight. This system was chosen to allow an easy upgrade to full electric flight as soon as battery technology becomes viable for this use. “This is the future of regional travel, giving you the option to drive or fly, bypass traffic, and not have to deal with the stress of commercial flights,” said Bousfield. “You can reduce a 6-hour commercial flight trip (door to door) to a 3-hour fly/drive in a Switchblade, on your own schedule.” 

The Switchblade Flying Sports Car is a street-legal, hybrid electric vehicle that is high-performance both on the road and in the air. You park the Switchblade in your garage and drive it from there to a nearby airport. Once there, the wings swing out and the tail extends in under three minutes. You fly your registered aircraft to the airport nearest your destination, then simply land, transform back to driving mode – the wings and tail safely stowed and protected – and drive the last few miles to your destination. The Switchblade seats two, side-by-side, with room for travel bags, and flies up to 500 miles on a single tank of premium auto gas. 

For more information about the Switchblade and to follow its progress into production, visit: www.SamsonSky.com 

PLEASE NOTE: 
The Switchblade is an Experimental category aircraft. The FAA does not provide Certification for this category of aircraft – they certify aircraft that are fully produced in a factory by the manufacturer. 

With all Experimental aircraft, the FAA designates that the owner must build 51% of the vehicle. All Switchblade owners will spend one week at the Samson Builder Assist Center, building 51% of their Switchblade. Following this, Samson will complete their vehicle. 

Media Contact: 

Gail Gallegos @ (916) 769-6979 (Mobile)
GailG@SamsonSky.com 

Additional Hi-Res images available by request 

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SOURCE Samson Sky