Author: sHq_LoGiNz

Originally published by Tata Consultancy Services

MUMBAI and NEW YORK, October 27, 2026 /3BL/ – Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting and business solutions, has published The Fastest Path to Increased Opportunity: Insights from Digital Inclusion Stakeholders in Chicago, Dallas, Detroit and New York City.

The report is based on insights from TCS’ Digital Empowers’ Collaborating for Connected Futures event series, which convened leaders across industry sectors to examine how coordinated action can help close gaps in digital access and skills, as well as broaden pathways to economic opportunity.

Participants identified early exposure to technology skills, supported by schools, nonprofits, philanthropy and employers, as essential to helping young people prepare for a changing workforce. They also explored urgent needs in their communities and developed collective actions to strengthen workforce readiness, science, technology, engineering and math (STEM) education, and digital inclusion.

The report identifies five key priorities: building transparent, long-term partnerships; shifting workforce programs toward lifelong learning and adaptability; increasing private-sector engagement in workforce pathways; introducing young people to technology skills-development opportunities early; and involving people affected by the digital divide as partners in designing solutions.

It also presents TCS recommendations for cross-sector partners seeking to expand digital opportunity:

• Expose young people to technology skills early through programs co-designed and co-delivered by schools, nonprofits, philanthropy, and the private sector.
• Fund the full delivery model, including transportation, meals, hardware, software and trained instructors, to reduce barriers to participation.
• Design programs to evolve as technology and community needs change.
• Use asset mapping, shared measurement, and transparent data practices to strengthen coordination and accountability.

To learn more, download the full report.

Visit https://www.tcs.com/who-we-are/worldwide/tcs-na to more about TCS and its work and social impact in North America.

About TCS Empowers

TCS’ flagship corporate social responsibility (CSR) programs and other initiatives conducted under the TCS Empowers initiative are building greater futures by supporting communities and connecting people to opportunities in the digital economy. Through service, innovation, and collective knowledge, TCS is helping create equitable, inclusive pathways for everyone, especially women, youth, and marginalized groups. Follow #TCSEmpowers on social media for more information about CSR at TCS.

About Tata Consultancy Services

Tata Consultancy Services (BSE: 532540, NSE: TCS) is the technology partner of choice for industry-leading organizations worldwide. Since its inception in 1968, TCS has upheld the highest standards of innovation, engineering excellence, and customer service.

It has set an aspiration to become the world’s largest AI-led technology services company and is enabling its clients to transform themselves across the full AI stack, from infrastructure to intelligence.

Rooted in the heritage of the Tata Group, TCS is focused on creating long term value for its clients, its investors, its employees, and the community at large. With a highly skilled workforce spread across 56 countries and 194 service delivery centers across the world, the company has been recognized as a top employer in six continents. With the ability to rapidly apply and scale new technologies, the company has built long-term partnerships with its clients. Many of these relationships have endured into decades and navigated every technology cycle, from mainframes in the 1970s to artificial intelligence today.

TCS sponsors 14 of the world’s most prestigious marathons and endurance events, including the TCS New York City Marathon, TCS London Marathon, Tata Mumbai Marathon, and TCS Sydney Marathon with a focus on promoting health, sustainability, and community empowerment.

TCS generated consolidated revenues of over US $30 billion in the fiscal year ended March 31, 2026.

For more information, visit www.tcs.com.

Follow TCS on LinkedIn | Instagram | YouTube | X.

TCS media contacts:

Corporate Communications & India	Email: corporate.communications@tcs.com Email: santosh.castelino@tcs.com | Phone: +91 22 67789098
U.S.	Email: andrew.corcione@tcs.com | Phone: +1 646 617 8221
North America Corporate Social Responsibility	Email: eve.pidgeon@tcs.com | Phone: +1 313 605 1026

 

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Every harvest, millions of potatoes begin their journey underground only to lose their value before they even get peeled to become a potato chip. The source of this loss is unexpectedly small: a bruise which affects crop quality, storage life and ultimately farmer income if potatoes have to be discarded as waste. Mostly this bruising occurs during harvesting using complex machines where factors such as speed, soil type, slopes and operator experience can impact the quality of the final crop. Bruising is one of the most persistent and expensive forms of waste in the potato supply chain.

Training as a missing link

The people who operate these harvesters are often seasonal, remote or maybe new to the equipment and so training every year is essential but a challenge to deliver across the thousands of farms and multiple languages of those using harvesting equipment.

“Training operators at scale has long been an issue for the industry but can result in a costly impact if harvesting equipment is not used effectively,” said Frank Nordmann, general manager key accounts and sustainable development at agricultural machinery manufacturer, Grimme.

Building a harvester inside a farmer headset

Together, PepsiCo and Grimme created a hyper realistic digital twin of a potato harvester that replicates the internal mechanics and settings, enabling operators to learn how to optimize equipment performance through realistic, interactive training. The technology is accessible via virtual reality headset, smartphone, or tablet and can be sent to any farm around the globe. It allows users to virtually walk around the machine, remove panels, experiment with settings that would be impossible — or unsafe — in a real field as well as learning best practice operation in multiple languages.

“This digital approach dramatically expands our ability to support growers globally and improve the amount of quality crop that a farmer can sell,” explained Frank Nordmann.

Bringing a virtual idea to the fields

The collaboration began with pilots in Brazil and Mexico, which assessed bruising levels and operator performance before and after training. The pilots showed that digital twin training delivered an average 87% increase in bruise-free potatoes and a 1.7x reduction in severe bruising helping improve harvest quality and protect yield through enhanced operator performance and machine optimization. The headsets and training have now rolled out to Romania and Poland and the technology was also showcased at PepsiCo’s recent Global Agro University in Germany, where farmers from more than 35 markets were in attendance.

As the technology rolls out, growers supplying PepsiCo will be the first to have access to this training, however, the technology has been made available on a non-exclusive basis so others can also benefit from its development. The impact could also reach far beyond potatoes, helping to establish a change in how operators interact with farming machinery which may help redefine how the agricultural workforce is trained in the decades to come.

“We aim to find solutions to challenges that farmers face every growing season while ensuring we get a sustainable supply of quality potatoes. By pairing Grimme’s engineering expertise with PepsiCo’s agronomy insights, we’ve created a scalable tool that can help improve both crop quality and farmer livelihoods and reduce waste that can impact land use and carbon emissions,” said Rob Meyers, vice president, Global Agriculture at PepsiCo.

This collaboration aims to also enable PepsiCo’s broader pep+ agenda. Reducing loss may mean fewer potatoes need to be grown, stored and transported to produce the same amount of food. This can help reduce water, energy and fertilizer use, while increased yields may also improve farmers’ livelihoods.

What’s next

As PepsiCo and Grimme learn from the pilot programs, the teams plan to refine the training modules, expand language support and explore how digital twin experiences can help operators adopt best practices faster — so more of each harvest can make it from field to factory.

Why it matters

• Autonomous AI can act faster than humans can intervene
• Mission environments demand visibility, control and verifiable accountability
• Calibrated oversight preserves human authority over consequential decisions

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A few years ago, I built an agent to route expense approvals. The agent misapplied a rule and nearly auto approved a misfiled purchase.

Thankfully, we caught it in time. Nothing dramatic happened. Nobody got fired. The model had behaved exactly as designed.

But the experience exposed something important: Somebody has to watch the work – trust must be earned, not given.

Fast forward to today, and the same fundamental challenge is playing out in defense and intelligence environments—only the consequences are far greater than a misfiled expense report.

What agentic AI changes in mission environments

Agentic AI, systems that can act with increasing autonomy, is arriving in mission environments faster than many governance frameworks can keep pace. Its prevalence isn’t a mystery, since it offers agents that can hunt for threats across garrisons and forward-deployed networks at machine speed, taking on work that could otherwise consume hours of an analyst’s time.

But that speed also raises the stakes.

Why speed increases the need for accountability

The faster agents can act, the more important it becomes to know what they’re doing, control what they’re allowed to do, and prove why an action was taken.

Speed without accountability can quickly become a liability.

Know. Control. Prove.

Know, control, prove are three powerful words and conditions an agent must meet before it earns the right to act. But to get there, you need an underlying model built on calibrated trust where agents are governed with visibility, limits, and evidence built in from the start.

Here’s what that looks like in practice:

Know
The platform can see every agent operating in its environment: Who built it, what it’s allowed to touch, and the autonomy it earned before it ever takes an action. Identity systems alone do not cover this ground. They confirm who an agent claims to be, but they don’t say what it’s authorized to do. Closing that gap is the foundation everything else depends on.

Control
This is where most governance conversations stop short. Not every agent decision deserves the same scrutiny. A calibrated trust model scores each moment, weighing task familiarity, outcome safety, and reversibility against a threshold. Low-risk, reversible actions execute on their own. High-consequence, hard-to-reverse actions pause for a human.

That is the difference between human-on-the-loop and human-in-the-loop governance.

Human-in-the-loop asks a person to sign off on every decision, which sounds safe until the approval queue becomes a bottleneck. Human-on-the-loop monitors continuously and escalates only the actions that genuinely warrant a second look. For high-volume environments, that approach can scale oversight without turning human review into a bottleneck.

But neither model is sufficient on its own. Architectural limits must sit underneath both, constraining agent behavior before a human is ever asked to weigh in.

Prove
Close the loop. Every decision, human and machine, leaves a hash-chained, tamper-evident record mapped to NIST compliance families. That record is the difference between a receipt and a promise, and it gives an auditor or authorizing official something they can independently verify.
 

Why agentic AI governance cannot wait

Given its ubiquity, power, and potential, organizations should have a vested interest in ensuring agentic AI works. But the promise is not without peril. In a June 2025 forecast, Gartner projected that over 40% of agentic AI projects will be canceled by the end of 2027 due to escalating costs, unclear business value or inadequate risk controls.

The technology tends to work well enough in the demo. But the absence of a governor layer is what can quickly break projects.

What trusted agentic AI means for mission leaders

For the analyst, this means speed without second-guessing every output. For the commander, it means authority stays intact even as machines act faster than any person can track in real time. For the authorizing official, it means evidence instead of assurances.

The organizations that get this right will not be the ones that adopted AI agents first. They will be the ones that can prove, months later, exactly why every action taken was justified.

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Key takeaways

• Agent identities must establish both who they are and what they are authorized to do
• Oversight should reflect an action’s risk, reversibility and potential consequences
• Leidos applies visibility, calibrated controls and verifiable evidence to strengthen trust in agentic AI
   

DISCOVER HOW LEIDOS APPROACHES AGENTIC AI GOVERNANCE

/3BL/ – Lenovo has been named to TIME’s World’s Best Companies 2026 list for the first time, ranking no. 51 globally among leading companies worldwide.

The ranking, developed by TIME in partnership with Statista, recognizes top-performing companies around the world based on three primary dimensions: employee satisfaction, revenue growth, and sustainability transparency. Lenovo achieved an overall score of 87.51, with its growth performance categorized as “Very High.”

In addition to these evaluation criteria, TIME noted that Lenovo’s entry to the list was driven by the expansion of the AI server business and the growing demand for physical infrastructure to support AI. This is reflected in Lenovo’s financial results, with fiscal year 2025/2026 being its strongest fiscal year on record, with annual revenue of US$83.1 billion, Lenovo’s AI-related revenue also doubled year-on-year and accounted for 33% of group revenue for the full financial year FY 25/26, underscoring AI as a key growth engine across Lenovo’s business.

Lenovo’s inclusion on the list reflects the company’s continued progress in executing its growth strategy while maintaining a strong focus on employee experience and responsible business practices. The company’s commitment to sustainability also contributed to the recognition. In FY 25/26, Lenovo concluded its first generation of long-term ESG KPIs, which drove progress across its ESG strategy over the past five years. In its latest ESG Report, the company introduced a new set of 2030 ESG KPIs and aspirations to guide the next phase of ESG priorities.

The research project of TIME’s World’s Best Companies 2026 is a comprehensive analysis of corporate performance based on three key dimensions: employee satisfaction, measured through survey responses from more than 200,000 employees worldwide; revenue growth, evaluated using company performance over the past three years; and sustainability transparency, assessed through multiple key performance indicators that collectively form a comprehensive ESG index.

About Lenovo

Lenovo is a US$83 billion revenue global technology powerhouse, ranked #153 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Guided by its vision of “Smarter Technology for All”, Lenovo is executing a Hybrid AI strategy that spans Personal AI – one personal AI, multiple devices; and Enterprise AI – helping customers turn data into insights and value. This strategy is delivered through the Group’s commitment to world-class innovation and a full-stack AI portfolio, including devices (PCs, workstations, smartphones, tablets, accessories), infrastructure solutions (server, storage, edge, high-performance computing and software defined infrastructure), as well as software, solutions, and services. With a global footprint spanning more than 20 research and development locations and a global supply chain that includes more than 30 manufacturing sites across 11 markets, Lenovo is widely recognized for its operational excellence. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). Learn more at www.lenovo.com and follow the latest news in our newsroom.

Yum! Brands

Throughout Food & Futures in Action Month, Yum! employees around the world gave their time to turn our Food & Futures mission into meaningful local impact. Working alongside community partners to expand access to good food and create brighter futures, teams contributed more than 2,400 volunteer hours, generating the equivalent of more than 106,000 meals and positively impacting more than 86,000 lives.
 

KFC U.S. employees gave back in McKinney, Texas, through a local food pantry activation, lending a hand to ensure neighbors facing food insecurity have access to food and other essentials.

As presenting sponsor of Metro United Way’s seventh annual Greatest Give Back, Yum! joined hundreds of volunteers at the Muhammad Ali Center in Louisville, Kentucky, to pack 7,000 kits for local nonprofits serving people in need.

Through a virtual volunteer event with the media company Story Pirates, Yum! employees read stories written by children and shared encouraging feedback and thoughtful questions designed to build young authors’ confidence, creativity and love of storytelling.

More than 2,600 runners took to the streets of Bangkok, Thailand, for KFC RUN 2026, tackling the 5K “WingZ Zabb” and 10K “Hot & Spicy” races in support of the KFC Thailand Foundation’s Bucket Search program, which helps Thai youth build brighter futures.

In Lausanne, Switzerland, KFC Europe employees assembled Study Buddy Kits filled with educational supplies and resources, putting the “Futures” in Food & Futures by equipping students with tools to learn and grow.

At the Orange County Food Bank in Garden Grove, California, Habit employees packed 1,109 food boxes and more than 35,000 lbs. of food, the equivalent of more than 66,000 meals for local seniors, children and families.

KFC Latin America & Caribbean employees rolled up their sleeves alongside Feeding South Florida, contributing to the organization’s efforts to address food insecurity and increase access to nutritious food across the community.

Taco Bell Foundation volunteers joined forces with nonprofit Bracken’s Kitchen in Garden Grove, California, supporting its mission to combat food insecurity through culinary training, rescued food and nutritious meals that strengthen communities through the power of food.

In India, Yum!’s Digital & Technology team assembled Learn to Code Kits, giving young people hands-on opportunities to explore technology, develop new skills and build confidence for what’s ahead.

What happens to used wipes, dispensers and skin care cartridges after they leave your facility? For many organizations, the answer is simple: they end up in landfill, which adds up quickly. More than 146 million tons of U.S. municipal solid waste goes to landfills each year, and landfill capacity remains a concern in some parts of the country.^¹

As organizations work toward waste reduction and landfill diversion goals, facility leaders are taking a closer look at materials that have traditionally been difficult to address after use. Used cleaning supplies are one example.

The Challenge with Facility Waste

The challenge isn’t identifying facility waste. It’s figuring out what to do with it. Wipes support a wide range of cleaning tasks across facilities. Once used, residue and contamination can make traditional recycling difficult, limiting disposal options.

The same applies to products such as dispensers and skin care cartridges. During renovations, upgrades or routine maintenance, those items are often removed and discarded.

Nearly 60% of manufacturing executives say sustainability is essential to future competitiveness, and nearly three in four large companies are expected to establish zero waste-to-landfill goals within the next few years.^²,³

Some materials fit neatly into existing recycling programs. But others don’t. That leaves facility leaders looking for additional ways to reduce landfill waste while supporting broader sustainability objectives.

An Alternative to Landfill

For materials that are difficult to recycle, alternative fuel offers another pathway. Alternative Engineered Fuel (AEF), often called alternative fuel, allows certain qualified products* to be processed and used as fuel in industrial applications such as cement manufacturing. Rather than going directly to landfill, qualified products* are converted into a resource with another purpose.

In the United States, only about 15% of cement kiln energy demand is currently met by alternative fuel, compared with roughly 50% in Europe^⁴

Not every waste stream has a practical recycling solution. Alternative fuel creates another destination for certain materials that might otherwise be sent to landfill.

Why Visibility Matters

Reducing waste is only part of the story. Organizations need to know what is being diverted from landfill, where products go after collection and how results are measured over time.

The ability to document landfill diversion efforts and monitor participation across locations helps organizations understand what’s working, identify gaps and support reporting needs across the business. For many organizations, visibility is becoming just as important as diversion itself.

How Thrive^™Supports Landfill Diversion

Thrive^™ Sustainability Services from Kimberly-Clark Professional helps facilities divert eligible used cleaning supplies* from landfill through a fully traceable collection and conversion process.

The program is designed for qualified products and dispensers that may not be suitable for traditional waste handling. Eligible products include wipes, plastic dispensers and skincare cartridges.* Once collected, those materials are converted into alternative fuel.

Thrive^™ includes customer- and site-specific tracking, along with monthly reporting on pounds diverted from landfill. That reporting helps organizations understand participation by location, monitor diversion performance and measure results over time.

The Kimberly-Clark Professional team also supports implementation through site walks, process recommendations and ongoing program guidance.

Looking Beyond Traditional Waste Streams

When organizations talk about waste reduction, the conversation often starts with recycling. But not every material fits within a traditional recycling stream.

Alternative fuel creates another pathway for materials that have historically had limited disposal options. For facility leaders focused on landfill diversion, it offers another way to think about waste that might otherwise be discarded.

Landfill diversion is important. Knowing where materials go afterward is becoming just as important. Programs such as Thrive^™ Sustainability Services combine landfill diversion with traceability and reporting, giving organizations greater visibility into both process and results.

Learn More About Thrive™ Sustainability Services

Read the whitepaper, A New Future for Facility Waste: Turning Used Cleaning Supplied into Alternative Fuel
Download Now

View original content here.
 

* Qualifying wipes, skin care and dispensers are eligible for landfill diversion so long as after use they are non-hazardous as classified by federal, state and local regulations.

^{1 U.S. Environmental Protection Agency, Project and Landfill Data by State, as cited in A New Future for Facility Waste: Turning Used Cleaning Supplies into Alternative Fuel.
2 National Association of Manufacturers, Sustainability Is a Top Manufacturer Priority, Survey Shows, 2022, as cited in A New Future for Facility Waste: Turning Used Cleaning Supplies into Alternative Fuel.
3 Veolia, Market Study: Are U.S. Companies on Course to Meet Their Sustainability Commitments?, 2023, as cited in A New Future for Facility Waste: Turning Used Cleaning Supplies into Alternative Fuel.
4 MIT Concrete Sustainability Hub, Transitioning to Alternative Fuels in U.S. Cement Production, 2024, as cited in A New Future for Facility Waste: Turning Used Cleaning Supplies into Alternative Fuel.}

Innovation in animal health is about more than developing something new; it’s about understanding what animals need, identifying where current solutions fall short and finding stronger ways to help.

At Elanco, that work begins with a simple belief: better solutions for veterinarians, farmers and pet owners lead to better outcomes for animals and the people who care for them. In 2025, that belief continued to shape how Elanco approached research and development, bringing together scientific expertise, global reach and new technology to help address some of the most critical needs in animal health.

To move innovation from an idea to impact faster, Elanco has built a science-driven research and development (R&D) model supported by highly engaged teams, a global network of R&D sites, strategic partnerships and new state-of-the-art facilities in Indianapolis and Bangalore, both of which opened in 2025. Since 2021, the company has doubled the number of blockbuster-potential projects in its pipeline, increased peak sales potential by 70% and tripled project throughput. Between 2020 and 2025, Elanco launched 21 products that exceeded $10 million in revenue, compared with six during the previous five-year period.

Those numbers tell a story of momentum. The products themselves show what that momentum can mean for animals:

• Elanco Launches Befrena™ (tirnovetmab), New Anti-IL-31 Monoclonal Antibody, a Breakthrough Addition to the $1.3 Billion U.S. Canine Dermatology Market
• Elanco Announces FDA Approves Improved Zenrelia™ Label 
• Now Available: Credelio Quattro™ (lotilaner, moxidectin, praziquantel, and pyrantel chewable tablets) Provides Broadest Parasite Protection of Its Kind 
• Credelio CAT Receives EUA for Treatment of New World Screwworm 

Across pets and livestock, the goal remains the same: address unmet needs with solutions that can make a meaningful difference.

That means investing in the science, technology and people needed to develop the next generation of animal health solutions. It means building a portfolio that can meet animals where they are, from the clinic to the home to the farm. And it means preparing today for the health challenges that animals and the people who care for them may face tomorrow.

Because innovation at Elanco is not simply about creating what comes next; it’s about going beyond for animals by making sure better solutions are there when they are needed most.

Learn more about our commitments in the 2025 Elanco Impact Report

Originally published on GoDaddy Resource Library

How did your professional journey lead you into Product Management, and what ultimately brought you to GoDaddy?

I started writing code before I had even finished my degree. Soon, I was leading development projects, moving from traditional projects to agile ones. The real turning point came when I joined an innovation and entrepreneurship lab in Medellín that worked on city challenges. There I practiced Lean, Scrum, and SAFe, and learned to see industry needs from a more holistic point of view. That’s when I knew I wanted to build digital products.

Later, I left large, well-established Colombian companies, where taking risks was rare, for a role in a public-sector organization. It was a big shift, but it gave me the foundation to work across industries and truly understand what users need.

When AI began to emerge, my intuition told me it was coming and that we needed to prepare. I didn’t want a quick update; I wanted to understand how it was built, what it could do, and what it could open up. So I went back to school in Canada to study it in depth, and afterward I set out to build AI-powered products.

I had always known GoDaddy as a market leader. I read reviews, learned about its history, and kept hearing how much its people value its culture. In 2024, I joined as a Product Manager for an internal AI platform for employees. At the time, that was a true leap, and the best opportunity to start this new chapter, now with GenAI knowledge.

GoDaddy is a place where your potential is boundless, and for someone who had just reinvented her career, that meant a lot.

I still remember my first day. I was so happy, and so nervous. I wanted my first call with my manager to be perfect, and my headphones had other plans. It wasn’t the start I had imagined, but starting something new is never perfect, and it doesn’t have to be. From day one I could bring my true self, with the nerves, the joy, and the glitches included. GoDaddy’s promise turned out to be true: bring your true self, and we’ll help you shine.

What recent project are you most proud of, and what challenges did you overcome along the way?

The project I’m most proud of is the internal AI platform I work on every day. I’ve been very close to its evolution, and I’ve seen it change a lot along the way. Together, we’ve translated our users’ needs into solutions and alternatives that fit their different use cases. At GoDaddy, we are customer-obsessed, and for me that includes our own colleagues, who are the users of this platform.

One of the biggest changes was moving from an internal development we already knew well to an open source product. We had to learn how to contribute to the community, how to adapt what the community brought us, and how to build a new way of operating around all of it. Personally, it was my first experience with this kind of operating model, and it taught me a lot.

What makes this project special is the team. They are cohesive, collaborative, always ready to take on new challenges, and above all very open to change. We truly pull together, and that has allowed us to evolve the platform while staying aligned with the strategic direction and the goals of GoDaddy.

The biggest challenge has been learning to adapt. Everything changes, and it changes fast, especially in AI. Reinvention has been part of the path: facing each new challenge as it comes, adjusting day by day, understanding what our users really need, and responding quickly to new demands.

What has your experience been collaborating across time zones and cultures at GoDaddy?

Working across time zones wasn’t new to me when I joined GoDaddy, but the culture I found here was. What has surprised me most is the collaborative spirit of the people. I’ve worked with colleagues from every continent, and no matter where they are, they bring flexibility, generosity, and a real commitment to what they do. At GoDaddy, the distance between time zones rarely feels like distance between people.

Having lived in and gotten to know other countries before helped me understand the many cultures you can encounter at work, especially my time in Toronto. Thanks to that, and to my experience in other companies, I was able to start building from day one and pull together around our goals. Diversity drives us here, and you can feel it: people with very different backgrounds choose to work together, and that makes the work better.

And we love to have a good time, too. GoDaddy has a fun fund that lets us get together with the colleagues closest to us. Thanks to it, I’ve met people who live in my city but work in other parts of the company. Those meetups have helped me grow my knowledge and learn much more about the culture, and they are a great way to break the routine and enjoy time with colleagues.

For me, collaborating across cultures is another way of reinventing myself: every team asks you to listen, adapt, and grow.

What skills or experiences have been most transformative in your growth as a Product Manager?

Working across different industries has been the most transformative part of my growth. I’ve worked in agribusiness, banking, energy, industrial automation, and education, and each one taught me the same lesson in a different way: understand people’s real needs, lead with empathy, and build truly for the users.

Being part of local learning communities also shaped how I work. They taught me to start from a problem or an opportunity and bring ideas and solutions from a practical point of view.

But the biggest lesson was the rigor and responsibility we carry as product managers. In industries where reliability and trust matter, I learned that every decision has consequences for real people. That made me a better professional, and it’s what I try to bring to my work every day.

Coming to GoDaddy gave me the space to put all of that into practice. Ideas thrive here: I’ve been able to bring my own, be more creative, form hypotheses, and test them. It has taught me that we don’t always start from certainties. And the company gives you the means to deliver the best you have and put it at the service of others. Service is something I value deeply: I like to collaborate and help whenever I can, and I try to do it every day at work.

What’s your motto?

My motto comes from Santiago Ramón y Cajal, the Spanish neuroscientist: “Every man can, if he so desires, become the sculptor of his own brain.”

I’ve always believed that accepting new challenges gives you the chance to create new neural connections. It makes you more open and more free, and in the end it leads you to what makes you feel alive and happy every day.

I’m a person full of energy, and I want to keep bringing it to everything I do and to every new challenge I take on.

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Read the full Inaugural Wesco Cares Impact Report.

I am pleased to share our inaugural Wesco Cares Impact Report and recognize the meaningful difference our employees are making in the communities where we live and work. Wesco Cares reflects an important part of who we are as a company. It is grounded in the belief that we have a responsibility to support the communities that support us, create opportunities for our employees to give back to causes that matter to them, and partner with organizations that are working to make a positive and lasting impact. Across Wesco, our teams continue to bring that purpose to life in inspiring ways.

Over the past year, our employees have volunteered their time, contributed to local nonprofits and supported causes that strengthen the places we call home. At our sites, teams have mobilized to help build and repair homes with Habitat for Humanity, packed backpacks and essential supplies for local students, supported food pantries, contributed to humanitarian relief efforts, and partnered with organizations focused on education, including STEM and STEAM programs. These efforts may look different from community to community, but they are united by the same spirit of service and care.

The impact is significant. Over the last year, we saw a nearly 50% increase in total community investment and a 50% increase in employee volunteer engagement, reaching more than 550 charities. Behind those numbers are thousands of individual actions: employees showing up for neighbors, supporting local needs, and using their time and talents to help others.

I am incredibly grateful for the dedication, generosity and heart our team members bring to this work. Their efforts are not only making a difference for the people and organizations we support, but they are also strengthening our culture. When colleagues volunteer together, support causes they care about and connect with their communities, they build relationships, deepen engagement and reinforce the values that make Wesco a stronger company.

That is why doing good is also good business. Strong communities create opportunities for people, families and organizations to thrive. When employees come together to support causes they care about, they strengthen connections with one another and deepen their ties to the communities where we live and work.

These efforts reflect the values that define Wesco and reinforce our belief that businesses can play a positive role beyond the workplace. Community impact and business success are closely connected, and we are proud to support initiatives that create meaningful benefits for the communities we serve.

As we celebrate the impact highlighted in this report, I would also like to recognize Chris Wolf, Chief Human Resources Officer and Wesco Cares Executive Sponsor, for her leadership and commitment to Wesco Cares. Over the years, Chris has been a driving force behind the program’s growth, helping foster a culture of service and encouraging employees around the world to make a difference in their communities. On behalf of our Board of Directors, leadership team and employees around the world, I want to thank Chris for her many contributions to Wesco and Wesco Cares. As she begins her well-earned retirement, we congratulate her and wish her fulfillment and all the best in the years ahead.

Thank you to every employee who volunteered, donated, organized an event, supported a colleague or helped advance the work of Wesco Cares this year. Your impact is inspiring and I am proud of what we are accomplishing together.

As we look ahead, I am excited to continue building on this momentum and expanding the ways Wesco Cares helps our employees support the causes and communities that matter most to them. Together, we can continue to make a positive and lasting impact, one act of service at a time.

John Engel
Chairman, President and Chief Executive Officer

Read the full Inaugural Wesco Cares Impact Report.