Tag: 3BL

SANTA BARBARA, Calif., October 27, 2025 /3BL/ – Direct Relief today announced that Jennifer Lotito has joined its executive leadership team as Chief External Affairs Officer, overseeing global communications, fundraising, partnerships, brand and creative. The move bolsters Direct Relief’s plans to grow, innovate and deliver more impact where it is needed most, building on the $2 billion in medical aid distributed annually across 90 countries and all 50 U.S states.

Amy Weaver, Chief Executive Officer of Direct Relief, said; “I couldn’t be more thrilled for Jennifer to join the team at Direct Relief. She is a dynamic, visionary leader with unrivalled experience mobilizing people, partners and organizations to drive change. Her unique ability to meld strategy and creativity with rapid execution will be a huge boost to our organization as we seek to meet the rising need for medical aid amid growing conflict, climate impacts, and public health emergencies.”

This appointment marks the first major leadership addition by Amy Weaver since assuming the role of President and Chief Executive Officer earlier this year.  Previously, Lotito served as President and Chief Operating Officer at (RED), the organization founded by Bono and Bobby Shriver to fight AIDS and the injustices that enable pandemics to thrive.

Prior to becoming (RED) President and COO in 2020, Jennifer led the organization’s partnerships team for 11 years, playing a pivotal role in fostering innovative partnerships with companies including Apple, Bank of America, FIAT, Jeep, RAM and Salesforce, as well as Snapdragon and Manchester United, among others.

She went on to lead the organization’s growth in developing a portfolio of life science partners including Roche, Merck and ViiV, while heralding new collaborations in the fashion space, ranging from Louis Vuitton to La DoubleJ.  Today, (RED) and its partners have delivered more than $800M to the Global Fund. Jennifer has traveled extensively in Africa, leading delegations that have included CEOs, media and celebrities.

Speaking on her appointment, Lotito said; “It’s hugely exciting to be joining an organization as well respected and impactful as Direct Relief. I’ve known Amy for many years, and the opportunity to work together on such an exciting, game-changing endeavor to impact millions of people is thrilling. After nearly two wonderful decades with (RED), it’s the perfect time to take on new challenges and help Direct Relief expand its reach.”

Before joining (RED), Lotito was a Senior Partner at Ogilvy Worldwide, leading international accounts for IBM and American Express. A graduate of the University of Massachusetts Amherst, she began her career in advertising in Boston. 

Lotito is also Co-Founder and President of the JML Hope Foundation, which focuses on mentorship for emerging leaders. She serves on the Goals House Advisory Board, the National and Tri-State Advisory Boards of Defy Ventures, and the Board of Oido, and is a Forbes.com contributor on leadership, global health, and corporate responsibility. 

Founded in 1948 and headquartered in Santa Barbara, Direct Relief provides large-scale medical assistance to improve the health and lives of people affected by poverty, disaster, and conflict. Recognized by Forbes as one of the Top Five Largest Charities in America, honored with the 2025 Seoul Peace Prize, and recipient of 15 consecutive four-star ratings from Charity Navigator, Direct Relief is known for its logistics-driven humanitarian operations and longstanding commitment to transparency and trust. 

CACI’s internship program is built on the same principles that guide the company as a whole: integrity, purpose, and a deep commitment to the mission. From the start, interns are welcomed into an environment that values initiative, collaboration, and character. They become part of the team, working alongside professionals across the organization to support some of the nation’s most critical challenges.

How the Program Began 

In summer 2020, CACI evolved its longstanding internship opportunities into a fully enterprise-wide summer internship program. Despite the uncertainty caused by the COVID-19 pandemic just months earlier, company leadership made a firm decision to move forward. President and CEO John Mengucci emphasized the importance of honoring the company’s commitment to students, and the University Programs (UP) team quickly transitioned to a fully remote experience.

That first summer laid the groundwork for a high-impact program that continues to evolve. Each year since, the UP team has refined and expanded the internship model with a focus on providing interns with the same level of care, opportunity, and respect that full-time employees receive.

“This continued focus on presenting interns with meaningful, real-world opportunities has been central to the program’s success,” said CACI Executive Director of Talent Discovery Lisa Fedders. “Last summer, 86% of interns accepted full-time offers with CACI. We’ve built upon that momentum with renewed purpose and a focused framework.” 

A Culture of Belonging 

This summer, CACI hosted 268 interns representing nearly 90 schools and 30 areas of study. Among this cohort was a group of first-generation college students from George Mason University’s Early Identification Program (EIP).

Interns were integrated into project teams, invited to professional and social events, and encouraged to contribute from day one. The program kicked off with a virtual Intern Welcome Event, where CACI executives greeted the incoming class, shared insights and advice, and introduced a roadmap of what interns can expect from the summer ahead. 

Each intern also received a custom welcome package, complete with a CACI-branded quarter zip, t-shirt, tumbler, and a personalized card, thoughtfully packed in a custom-designed box. From the very first day, it’s clear that at CACI, interns don’t just join a program — they’re truly welcomed into the team.

Developing Future Leaders 

CACI offers more than just hands-on project work, it provides a learning ecosystem tailored to early-career growth. 

Throughout the 12-week program, CACI interns took part in Weekly Enrichment Seminars and a Career Development Series focused on both technical insight and soft skill development, helping interns build confidence and clarity in their career path.

“True to tradition, this year’s interns were given access to training sessions, workshops, and seminars that align with their skills today and ambitions for tomorrow,” said CACI University Programs Manager Meredith Jewett. “Not only were they encouraged to pursue relevant certifications, but they were offered support or reimbursement for courses that align with their career goals.”

Interns received tailored training for their specific roles and had full access to the same learning platforms as full-time employees. At the end of the summer, interns were recognized during National Intern Day with a revamped hybrid celebration featuring executive speakers, alumni panels, networking, and awards.

While CACI equips interns with technical and professional skills, it also ensures they’re supported every step of the way. 

Support Systems in Action

Interns at CACI are never left to navigate their experience alone. Each participant was paired with a dedicated mentor who delivered personalized support, career guidance, and regular one-on-one check-ins to discuss progress, challenges, and future opportunities. This structure helped interns feel heard, encouraged, and equipped to grow.

One of the most energizing components of the mentorship initiative was the Early Career Mentoring Event. Hosted in a speed mentoring format, the event brought together interns and seasoned professionals across the company for rapid, focused conversations. 

“The format fosters a dynamic exchange of insights and ideas, often leaving interns newly inspired and mentors walking away with fresh perspectives of their own,” said Jewett. “The response was so positive that it has since been embraced as a new summer tradition.”

Beyond structured support, CACI encourages interns to build relationships across the company and explore their interests through networking opportunities designed just for them.

Opportunities to Connect 

CACI interns are encouraged to expand their networks through a mix of formal events and everyday collaboration. Throughout the summer, they connected with peers, mentors, and leaders across the company, both in person and virtually. 

A dedicated virtual space gave interns a place to share ideas, ask questions, and stay engaged with one another throughout the program. One standout opportunity this summer was the Northern Virginia Technology Council Intern Reception, where interns gathered in person with fellow students and professionals from Northern Virginia’s tech community. The event helped interns build connections, strengthen networking skills, and receive firsthand advice from industry leaders.

“Whether through structured gatherings or day-to-day interactions, interns walk away from the program with a stronger network and lasting relationships that extended beyond their teams,” said Fedders. 

Outcomes that Matter 

Interns at CACI don’t just sharpen their skills, they make their mark. At the end of the summer, each intern presents their accomplishments to their teams and program leads, highlighting the tangible contributions they’ve made. Select interns are also chosen to present to their line of business leadership, giving high-level visibility into the work they’ve done and the value they’ve brought to missions.

CACI measures program success through intern satisfaction, regularly checking in to ensure participants have the tools to succeed and the support to thrive. In the most recent exit survey, 96% of interns said they gained valuable experience, and 95% said they would recommend the program to a friend.

Recognition is woven into the intern program. Interns who demonstrate strong potential and align with CACI’s mission are often highlighted in company communications and considered for early career opportunities. Many receive full-time offers before returning to school, supported by a formal intern-to-hire pathway that helps skilled, mission-driven talent continue contributing to high-impact work.

“Success is when interns leave with a real sense of accomplishment, knowing the work they did mattered, while also seeing CACI as a place they’d want to return to and break new ground with long-term,” said Fedders. 

A Career Begins Here 

At CACI, the internship program is more than a stepping stone — it’s a launchpad. Interns contribute to meaningful work, build lasting professional connections, and sharpen the skills that shape their future. Many leave with a renewed sense of purpose and a strong desire to return as full-time employees, ready to unlock their limitless potential.

“We want our interns to walk away not only with real experience that they can’t get in class, but with clarity, inspiration, and the confidence to take the next step in their careers,” said Jewett.

Early-career professionals are welcomed into a culture where long-standing character meets forward-thinking innovation — where they are supported, challenged, and trusted to contribute. With a strong foundation of business success and national security focus, CACI gives rising talent the momentum to thrive today and lead tomorrow.

Explore internship and early career opportunities at CACI.

About CACI

CACI International Inc (NYSE: CACI) is a national security company with 25,000 talented employees who are Ever Vigilant in expanding the limits of national security. We ensure our customers’ success by delivering differentiated technology and distinctive expertise to accelerate innovation, drive speed and efficiency, and rapidly anticipate and eliminate threats. Our culture drives our success and earns us recognition as a Fortune World’s Most Admired Company. We are members of the Fortune 500™, the Russell 1000 Index, and the S&P MidCap 400 Index. For more information, visit us at caci.com.

There are statements made herein which do not address historical facts, and therefore could be interpreted to be forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such statements are subject to factors that could cause actual results to differ materially from anticipated results. The factors that could cause actual results to differ materially from those anticipated include, but are not limited to, the risk factors set forth in CACI’s Annual Report on Form 10-K for the fiscal year ended June 30, 2025, and other such filings that CACI makes with the Securities and Exchange Commission from time to time. Any forward-looking statements should not be unduly relied upon and only speak as of the date hereof.

# # #

Corporate Communications and Media:                                       

Lauren Presti, Executive Director, Corporate Communications
(703) 434-5037, lauren.presti@caci.com

On October 22, 2025, AEG’s LA Galaxy, in collaboration with Herbalife, the Los Angeles Unified School District (LAUSD), and the U.S. Soccer Foundation, unveiled a brand-new mini pitch at Ricardo Lizarraga Elementary School in South Central Los Angeles. LA Galaxy defender Mauricio Cuevas, an alumnus of the school, joined the celebration and led a youth soccer clinic for more than 75 students.

Funded through the LA Galaxy and Herbalife’s Joint Community Partnership Fund, the mini pitch offers students a safe, dedicated space to play soccer and stay active. The initiative is part of a broader effort to promote physical wellness, teamwork, and nutrition education in underserved communities.

“This mini pitch represents more than a place to play—it is an investment in our youth and our community, giving children a safe space to be active, learn teamwork, and build confidence,” said Gabe Osollo, Director, Community Relations & LA Galaxy Foundation.

Following the ribbon-cutting ceremony, Cuevas led a soccer clinic, inspiring young players with his story and skills. The event featured remarks from community and corporate executives, including Tom Braun, President and COO of the LA Galaxy, and Samantha Holway, Vice President of NAM Sales at Herbalife 

“Soccer has always been more than a game. It taught me life skills like perseverance, teamwork, and leadership,” Cuevas said. “Returning to Ricardo Lizarraga Elementary and helping these students enjoy the game shows me firsthand the impact sports can have on young people. Providing a safe, fun environment for them to play, build friendships, and learn important life lessons is one of the most meaningful ways I can give back.”

This collaboration underscores the shared commitment of the LA Galaxy, Herbalife, LAUSD, and the U.S. Soccer Foundation to invest in local neighborhoods by expanding access to high quality sports facilities and youth engagement opportunities. 

To learn more about the LA Galaxy Foundation, please click here.

Global energy technology company SLB (NYSE: SLB) and leading geothermal and renewable energy company Ormat Technologies (NYSE: ORA) today announced an agreement to fast-track the development and commercialization of integrated geothermal assets, including enhanced geothermal systems (EGS). EGS is the next generation of geothermal technology, meant to unlock geothermal energy in regions beyond where conventional geothermal resources exist.

Together, SLB and Ormat intend to streamline project deployment, from concept to power generation. As part of this effort, they will develop, pilot and scale EGS solutions to enable wide-scale EGS adoption. This collaboration will include the design and construction of an EGS pilot at an Ormat site.

Key Highlights:

• Joint Technology and Project Development: SLB and Ormat will co-develop and deploy integrated geothermal assets and EGS systems designed for optimal long-term performance, leveraging Ormat’s expertise in power plant design, development and operations, and SLB’s strengths in subsurface, reservoir engineering and well construction.
• EGS Pilot Project: The integrated solution will be demonstrated at an existing Ormat facility, covering all aspects of the development cycle and validating commercial-scale EGS deployment.
• Commercial Scale-Up: Following the pilot, SLB and Ormat will jointly pursue large-scale EGS commercialization for independent power producers, utilities, and other customers including data center operators.

“There is an urgent need to meet the growing demand for energy driven by AI and other factors. This requires accelerating the path to clean and reliable energy,” said Gavin Rennick, president of New Energy at SLB. “By partnering with Ormat, we will work to make both traditional hydrothermal and EGS technologies truly competitive and commercially viable systems that can scale quickly to meet global energy demand through the coming decades. Our EGS pilot project will serve as a critical platform to address both technical and economic challenges, significantly de-risking and broadening the commercial application of EGS. As a global energy technology leader, SLB is developing a strategic technology portfolio to accelerate the growth of the geothermal industry worldwide.””

The first joint demonstration project will fast-track the development of a complete set of new technologies and techniques needed for EGS, as well as optimizing integration with surface facilities to maximize production and sustainability.

“Ormat is pleased to partner with SLB to accelerate the development and deployment of integrated geothermal assets and next-generation EGS solutions,” said Doron Blachar, Chief Executive Officer of Ormat Technologies. “As the global energy transition progresses AI-driven demand increases, scalable and sustainable energy solutions are more critical than ever. By bringing together the world’s leading experts in subsurface and geothermal power plant technologies, Ormat and SLB will accelerate the path to rapid deployment of commercial scale EGS facilities. Our collaboration aims to advance the commercial viability of EGS technologies and represents a significant step forward in the geothermal industry. As the global leader in geothermal project development, Ormat expects to expand its development pipeline following a successful pilot and is committed to delivering reliable, sustainable, and efficient energy solutions to meet the demands of AI, data centers and the broader energy transition.”

Traditional geothermal systems leverage natural hot water or steam reservoirs underground, limiting geothermal technology use to certain natural conditions. EGS systems are designed to effectively create thermal reservoirs in naturally hot rock through which water can circulate, transferring the energy back to surface for the purpose of power generation, greatly expanding the potential application of geothermal energy. The U.S. Department of Energy estimates that next-generation geothermal could provide 90 gigawatts (GW) by 2050, and potentially up to 300 GW in the U.S. alone.

About SLB

SLB (NYSE: SLB) is a global technology company that drives energy innovation for a balanced planet. With a global footprint in more than 100 countries and employees representing almost twice as many nationalities, we work each day on innovating oil and gas, delivering digital at scale, decarbonizing industries, and developing and scaling new energy systems that accelerate the energy transition. Find out more at slb.com.

About Ormat Technologies

With six decades of experience, Ormat Technologies, Inc. is a leading geothermal company, and the only vertically integrated company engaged in geothermal and recovered energy generation (“REG”), with robust plans to accelerate long-term growth in the energy storage market and to establish a leading position in the U.S. energy storage market. The Company owns, operates, designs, manufactures and sells geothermal and REG power plants primarily based on the Ormat Energy Converter – a power generation unit that converts low-, medium- and high-temperature heat into electricity. The Company has engineered, manufactured and constructed power plants, which it currently owns or has installed for utilities and developers worldwide, totaling approximately 3,400MW of gross capacity. Ormat leveraged its core capabilities in the geothermal and REG industries and its global presence to expand the Company’s activity into energy storage services, solar Photovoltaic (PV) and energy storage plus Solar PV. Ormat’s current total generating portfolio is 1,618MW with a 1,268MW geothermal and solar generation portfolio that is spread globally in the U.S., Kenya, Guatemala, Indonesia, Honduras, and Guadeloupe, and a 350MW energy storage portfolio that is located in the U.S.

Media

Josh Byerly – SVP of Communications
Moira Duff – Director of External Communications
SLB
Tel: +1 (713) 375-3407
media@slb.com

Investors

James R. McDonald – SVP of Investor Relations & Industry Affairs
Joy V. Domingo – Director of Investor Relations
SLB
Tel: +1 (713) 375-3535
investor-relations@slb.com

Smadar Lavi – VP Head of IR and ESG Planning & Reporting
Ormat Technologies
Tel: +1 775-356-9029 (ext. 65726)
slavi@ormat.com

Joseph Caminiti or Josh Carroll
Alpha IR Group
Tel: +1 312-445-2870 (ext. 65726)
ORA@alpha-ir.com
 

^{Cautionary Statement Regarding Forward-Looking Statements:
This press release contains “forward-looking statements” within the meaning of the U.S. federal securities laws — that is, statements about the future, not about past events. Such statements often contain words such as “expect,” “may,” “can,” “estimate,” “intend,” “anticipate,” “will,” “potential,” “projected” and other similar words. Forward-looking statements address matters that are, to varying degrees, uncertain, such as forecasts or expectations regarding the deployment of, or anticipated benefits of, SLB’s new technologies and partnerships; statements about goals, plans and projections with respect to sustainability and environmental matters; forecasts or expectations regarding energy transition and global climate change; and improvements in operating procedures and technology. These statements are subject to risks and uncertainties, including, but not limited to, the inability to achieve net-negative carbon emissions goals; the inability to recognize intended benefits of SLB’s strategies, initiatives or partnerships; legislative and regulatory initiatives addressing environmental concerns, including initiatives addressing the impact of global climate change; the timing or receipt of regulatory approvals and permits; and other risks and uncertainties detailed in SLB’s most recent Forms 10-K, 10-Q and 8-K filed with or furnished to the U.S. Securities and Exchange Commission. If one or more of these or other risks or uncertainties materialize (or the consequences of such a development changes), or should underlying assumptions prove incorrect, actual outcomes may vary materially from those reflected in our forward-looking statements. The forward-looking statements speak only as of the date of this press release, and SLB disclaims any intention or obligation to update publicly or revise such statements, whether as a result of new information, future events or otherwise.}

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SINGAPORE, October 27, 2025 /3BL/ – Federal Express Corporation, one of the world’s largest express transportation companies, continues to advance its sustainability initiatives across the Asia Pacific region while creating positive change in communities. During Fiscal Year 2025 (June 2024–May 2025), FedEx advanced decarbonization with smart technology and saw more employees volunteering in a wider range of sustainability-focused community programs throughout the region.

“At FedEx, we are committed to leading responsibly, driving change forward, and channeling innovation to deliver a brighter future for the people and communities we serve and the planet we share,” said Kawal Preet, president, Asia Pacific, FedEx. “In today’s climate-conscious business environment, our investments in expanding an electric vehicle fleet and integrating renewable energy across the Asia Pacific region reflect our long-term vision for sustainability. At the same time, through initiatives like FedEx Cares, we are empowering communities, creating opportunities, and championing a more sustainable and inclusive future for all.”

Advancing Sustainable Operations
In 2021, FedEx set a goal to achieve carbon-neutral operations across its global operations by 2040. Guided by the strategy to “decarbonize what’s possible, co-create with purpose, and neutralize what’s left,” the company is implementing comprehensive and long-term actions, including deploying proven technologies that help to reduce emissions across its global network.

As emissions from owned and contracted vehicles accounted for approximately 25% of FedEx’s total carbon footprint in Fiscal Year 2024, electrifying the global ground fleet remains a key pillar in the company’s decarbonization strategy. By the start of Fiscal Year 2025, FedEx had expanded its electric vehicle deployment to 8,018 on- and off-road EVs globally[1]. Building on this momentum, the company strategically strengthened its EV presence in key Asia Pacific markets further in Fiscal Year 2025, including Japan, New Zealand, Singapore, and Thailand. In early 2025, FedEx introduced its first fleet of six electric cargo vans in Korea to support parcel pickup and delivery operations within high-traffic areas in Seoul and Busan.

FedEx’s fleet electrification efforts are complemented by the integration of advanced intelligence solutions, including the AI-powered Stops Sequencing tool. This innovative technology optimizes delivery routes in real-time based on package volume and customer specifications, enabling couriers to navigate more efficiently. By intelligently planning delivery sequences and minimizing unnecessary mileage, FedEx has the potential to reduce carbon emissions, while simultaneously improving operational efficiency.

Beyond fleet electrification, FedEx continues to integrate renewable energy into its facilities across Asia Pacific. In Fiscal Year 2024, the company opened new energy-efficient facilities in Singapore, China, and Australia. Since January 2025, the South Pacific Regional Hub in Singapore has been using solar energy to meet more than half of its total electricity demands, powering operations and charging the local EV fleet with clean energy[2]. This integration of renewable energy sources exemplifies the company’s strategic approach to sustainability, creating synergies between clean energy generation and fleet electrification.

Empowering the Community
Through FedEx Cares, the company’s global community engagement program, FedEx collaborates with local organizations and non-profits across Asia Pacific to support environmental restoration while encouraging employees to volunteer in their local communities.

Community impact across the region strengthened significantly in Fiscal Year 2025, with volunteer participation in community projects increasing 20% year-on-year. Sustainability-focused community programs grew 14% during the same period. These initiatives have made a tangible impact, from helping to restore mangrove forests in Bengkalis, Indonesia, to cleaning up riverbanks in Tokyo, Japan. Collectively, FedEx team members have planted 3,465 trees and native plants, helping preserve and protect natural ecosystems where the company operates.

The annual FedEx Cares Purple Tote Campaign remains a cornerstone of the company’s community engagement efforts. In FY25, over 800 team members from across Asia Pacific dedicated more than 1,000 volunteer hours to collect and donate more than 3,600 kilograms of essential supplies. Through collaboration with 20 non-profit organizations, these efforts impacted over 1,600 beneficiaries, including young children, the elderly, and underserved communities.

FedEx has also expanded its 2025 Library Program, recognizing education as essential to sustainable development in rural and underserved areas. The initiative reached 40 schools and communities across China this year, providing educational resources that benefit approximately 9,000 children and teachers[3] by helping to create conducive learning environments.

Investing in future talent is central to the company’s commitment to connecting possibilities across generations. In collaboration with Junior Achievement Asia Pacific, FedEx continues to inspire young entrepreneurs through its annual International Trade Challenge. Nearly 50,000 students have participated in the FedEx/JA ITC over the past 19 years. In FY25 the competition attracted over 4,700 students from 9 markets, challenging participants to create market entry strategies for products that contribute to a circular economy, equipping them with entrepreneurial mindsets and global trade knowledge.

Each year FedEx publishes its achievements and advancements in its corporate responsibility reports as part of its commitment to leadership in the transportation and logistics industry. The 2025 Corporate Responsibility Report, which reflects data from FedEx Fiscal Year 2024, is now available and can be found here.

Click here to learn about FedEx Cares, our global community engagement program.

by Jason Britton, Chief Investment Officer, Newday Investments

As CIO at Newday Investments, I’ve seen firsthand how the conversation around sustainable investing has evolved. Once primarily focused on climate change and carbon emissions, the spotlight is now rightfully expanding to encompass the intricate web of life that sustains our planet – biodiversity.

For too long, the financial markets viewed nature as an endless resource, an externality to be exploited rather than an essential asset to be protected and nurtured. This mindset has led us to a critical juncture. The World Economic Forum consistently ranks biodiversity loss as one of the top global threats, recognizing that over half of the world’s GDP – a staggering $44 trillion of business – is moderately or highly dependent on nature and its services. The implications of this are profound, impacting everything from food security and water availability to the stability of ecosystems and the resilience of supply chains.

We understand that investing in nature is not merely an ethical imperative; it is a strategic imperative. It’s about building long-term resilience, mitigating systemic risks, and tapping into the significant opportunities presented by the transition to a nature-positive economy. Our approach to global equity markets is deeply informed by this conviction, moving beyond traditional ESG screening to actively identify and support companies that are not just minimizing harm, but are positively contributing to the preservation and restoration of biodiversity.

Read Jason’s full article here – https://greenmoney.com/the-44-trillion-question-why-your-portfolio-needs-biodiversity

 

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Over the last four years Lenovo has worked in collaboration with 321 Coffee, a small independent business at the heart of Raleigh, NC. When visiting their cafés around the city, you’re welcomed into a community built on inclusion, possibility and purpose. Founded to provide meaningful employment for individuals with intellectual and developmental disabilities, 321 Coffee was a natural ally to Lenovo’s Smarter Technology for All ethos.

“Small businesses are the backbone of our community, and our friends at 321 Coffee are an outstanding example of that. This is such an important relationship within our local Raleigh community because it truly embodies our mission to provide Smarter Technology For All, with Lenovo technology allowing 321’s team to be even more independent in their jobs,” says Megan Bornemann, Sr. Manager of NA Brand Strategy. “Plus, we’ve got some great friends now between the Lenovo and 321 teams!”

Lenovo’s collaboration with 321 Coffee began in 2021 with a single video spotlighting their work at the local farmer’s market. The following year, Lenovo and Engage NC supported their launch to a fully accessible roasting facility powered by Lenovo technology. This step scaled up 321 Coffee’s roasting capacity, created new jobs and helped expand their mission. Since then, the relationship has blossomed into an ongoing support system reaching nearly every aspect of the business, most recently expanding into software migration and AI integration.

A new era of growth: AI

For many small businesses, AI begins as an unknown. People are unsure how it might fit within their tightly knit team. Like 321 Coffee’s core founding team, Lindsay, Michael and Mallory, most business owners run on passion and grit. They wear multiple hats, handling everything from operations to marketing and shipping logistics. This juggling act is where Lenovo’s AI-powered solutions step in.

Lenovo’s AI PCs, paired with Microsoft Copilot, have helped 321 Coffee handle their day-to-day admin as well as bring new expertise to unexpected challenges. With this new AI “teammate,” they’ve freed up time to focus on what matters most to them: growing their mission, supporting their team and building community.

To ensure the team was ready for AI integration, Lenovo equipped 321 Coffee with a full suite of hardware including AI PCs, ThinkPad X1 Carbon laptops, ThinkVision M14 monitors, tablets, plus full M365 and Microsoft Copilot licenses. Switching to a new system can be daunting, but Lenovo was with the team every step of the way, helping them take advantage of AI seamlessly, starting from the initial operating system migration itself.

Migration

321 Coffee was using different software and operating systems that did not fully serve their needs or their consistent growth. This is where Lenovo’s expert Cloud Solution Provider (CSP) Specialists were on hand to support their migration over to M365. This team provided everything from the early strategic planning and licensing to a personalized migration plan and deployment, making the switch easy and seamless. Plus, unlike other services, Lenovo also offered 24/7 specialist support, helping empower 321 Coffee during an otherwise daunting process. With Lenovo’s support, 321 Coffee was able to adopt new software and technology without missing a beat.

Harnessing AI

Technology is most powerful when the people using it know how to harness its full potential. To make sure the 321 Coffee team was able to navigate their new software suite, Lenovo’s AI Adoption and Change Management Service team stepped in. This team works with businesses of all sizes to create a tailored plan for AI adoption, including Microsoft Copilot. Through these trainings, 321 Coffee was able to save up to 30 hours a week.

Led by the AI Transformation Team, the trainings were friendly, interactive sessions that started with learning the unique pain points of 321 Coffee’s business. Next, the training team took 321 Coffee through a crash course in the basics of Microsoft Copilot and a deep dive into real-world examples covering 321 Coffee’s specific needs. The final step was a Q&A session a few weeks later, after Lindsay, Michael and Mallory had time to put the learnings into practice.

Results that speak for themselves

After just a few weeks into their AI journey, 321 Coffee saw meaningful benefits with tangible impact on their daily lives: 
Lindsay has turned 30-minute tasks into 5-minute wins, saying “I used to spend anywhere from 30 minutes to an hour writing LinkedIn posts, now I can write a post in as quickly as 5 minutes.”

Mallory nicknamed Copilot her “intern” because it helps draft social copy and cut down on repetitive admin, giving her time back in her day.

Michael created a variety of coding systems with the new technology, and he was able to pull shipping codes in seconds, a process that previously took 2 hours.

“What I’m so excited about for us is how we are able to do way more within our day through leveraging Lenovo and Copilot,” says Lindsay. 

321 Coffee and Lenovo’s story is about more than technology, but rather what’s possible when purpose-driven teams are given access to the right tools. Their story proves that AI is not only for large corporations but is a catalyst and lifeline for all sized businesses. Lenovo is committed to working with businesses to empower growth, while keeping the essence of their company and staying focused on what matters most to them. By cutting down time on tedious tasks, 321 Coffee has been able to not only save thousands of dollars, but also gain more time back to pour into what they love – a win that is available to all businesses big and small, as they start their own AI journey with Lenovo by their side.

Learn more at: https://www.lenovo.com/us/en/evolvesmall/

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey to date.

After college in 2006, I began my professional journey in the finance industry, fully expecting to build a long-term career there. However, the 2008 financial crisis brought a severe economic downturn, prompting me to reconsider my path and ultimately decide it was time for a change. I was on a flight from Arizona back to Iowa where I noticed an old little league baseball coach on my flight. As fate would have it, he was leaving the finance world and starting a new position at GoDaddy. As soon as I got home, I filled out an application and began my role in Sales and Support at GoDaddy in August 2008, working out of the Scottsdale, Arizona office.

Like many colleagues I’ve met throughout the years, I initially thought GoDaddy would be just a brief stop while the world sorted out its financial challenges. From Sales and Support, I quickly transitioned to our Customer Development team (CDT). My CDT days in the Gilbert office were some of the most memorable – filled with talented salespeople, constant contests, and a fun atmosphere. Following that, we launched a new Hybrid team dedicated to experimenting with different customer segments to pinpoint the best product offerings based on the client’s current product suite.

In 2011, I moved to our Premier Services team. We manage accounts for GoDaddy’s largest portfolio holders, aftermarket investors, and sellers on the Afternic platform. Little did I realize at the time, but this was the moment GoDaddy became my career.

What skills or experiences have been most important in helping you progress throughout your time here at GoDaddy?

The most important skills that have helped me progress at GoDaddy are staying humble, organization and adapting, not taking things personal, and staying self-motivated.

• Staying Humble – Throughout my 17 years at GoDaddy, the one constant has always been change. Staying humble in regard to your role within the company is very important especially around times of change. Instead of feeling like you are too important to adapt to change, you can take a step back and embrace it.
• Organization and Adapting – I compare Premier Services to a quote by Mike Tyson “Everyone has a plan until they are punched in the face.” This is metaphor for our daily routine. I have a plan for what I want to accomplish every day before I login to work and then an urgent phone call or email from a client will come in. Having an organized plan for every day will help keep you on track when you need to adapt to unexpected challenges that arise.
• Not Taking Things Personal – Whether you’re dealing with a challenging client on the phone or being overlooked for a promotion you felt you earned, it’s important not to take these experiences personally. Maintaining this perspective allows you to move forward and be ready for the next opportunity to succeed.
• Staying Self Motivated- While we establish monthly and annual goals at the start of each year, we also create daily and even hourly objectives to maintain our motivation and consistently strive to be our best.

In your experience, what’s the key to successfully building relationships with customers in the aftermarket sector?

It may sound like a cliché, but honesty is truly one of the most essential factors in building strong relationships with our clients. I have worked with some clients for over 14 years, and I know that even a single lapse in honesty could jeopardize the trust we have built together. Since our direct phone lines are always open, it’s crucial to maintain transparency, even when the truth may not be what our clients want to hear.

The other thing that is very important is presenting clients with opportunities to be successful. Almost all of our clients have large portfolios. So, the best way to help them is to curate custom lists of expired auctions, closeouts, and premium domains to send over and discuss with them. It is better to have clients consistently buying and getting the domains listed to sell than oversell the wrong domain to a client and lose their trust. You present the opportunity and let them make the decision.

Are there any resources that you would recommend to others interested in personal development?

I am currently reading an updated version of “A Random Walk Down Wall Street” by Burton Malkiel. With GoDaddy being a publicly traded company, I think it is good to have a general understanding of how the market works and can work for you.

The book I read before that is “Fire In The Hole” by GoDaddy’s founder, Bob Parsons. As a GoDaddy employee, I found this book to be an excellent resource for understanding the company’s origins and appreciating how much we’ve grown over the years. It also offers valuable insights into our founder’s life, making it a meaningful read for anyone who worked with Mr. Parsons or wants to learn more about the roots of our organization.

A few other books I have read that are excellent for personal development are: “Start with Why” by Simon Sinek, “The Power of Habit” by Charles Duhigg, and “The Power of Positive Thinking” by Norman Vincent Peale. I believe most people are familiar with these books, and each one offers valuable insights for anyone interested in personal growth.

What aspects of GoDaddy’s company culture do you appreciate the most?

GoDaddy has always been a place where you can be yourself and feel supported.

There are times when work and life can be difficult but for a company our size, GoDaddy does an amazing job of supporting its employees. If you’re finding challenges in your role at GoDaddy, I encourage you to step back and view the company from an outside perspective. You might discover many valuable benefits here that you won’t find elsewhere. A helpful approach is to create a pros and cons list – you may be surprised by the number of positive aspects that often go unnoticed.

What’s your motto or personal mantra?

• Outwork everyone.
• Be kind, for everyone you meet is fighting a battle.
• Honesty is the best policy.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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

In this episode of BuzzHouse, hosts Don Bernards and Garrick Gibson talk with Orlando Valdes, vice president of business development at Ion Water, about how invisible water waste is draining operating budgets in affordable housing and what developers, investors and property managers can do about it.

From catching invisible leaks to delivering underwriting support, Orlando explains how water data is becoming an operational tool for real savings, smarter investing and long-term asset preservation.

Learn more about water performance and the impact on affordable housing investment and lending.

Affordable housing resources

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

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

Members of a Georgia-focused funding collaborative visited Community Farmers Markets (CFM) recently during one of their Free Produce Markets at Fred A. Toomer Elementary School in Atlanta. The Free Produce Market was funded by a two-year Drawdown Georgia Climate Solutions and Equity Grant provided to address climate solutions at their intersection with equity. In this case, Community Farmers Markets is avoiding food waste while helping address food security for families in Atlanta’s Title-1 schools.

CFM’s original Drawdown Georgia grant was awarded to complement an existing MARTA Markets distribution and sales model of meeting the community with plant-based healthy foods “where they were” as they traveled through various MARTA stations around the city. These markets were originally held in addition to CFM’s weekly farmers markets, and often included chef demonstrations.

One goal of the revamped MARTA Markets program was to expand economic opportunities for local farmers by identifying alternative pathways for unsold produce. The new model allowed the farmers to be compensated for produce they didn’t sell; produce that would have otherwise been sent to a landfill. The grant provided CFM with a way to divert perfectly good, healthy food into prepared ready-to-eat dishes that could be sold in their other markets. The model also allowed CFM and its vendors to make positive contributions to food sovereignty in multiple disinvested communities in Atlanta that are officially designated as “food deserts.”

The MARTA Markets program ran as planned through the early part of 2024; however, MARTA’s ridership did not rebound as CFM and other partners had hoped it would in the years immediately following the COVID pandemic. Low ridership limited the growth and reach of the program. At that point, CFM leadership partnered with Concrete Jungle and other nonprofits to drive the program further into the same neighborhoods they originally targeted, this time choosing to test the concept for a monthly series of Free Produce Markets at four Title-1 elementary schools within the City of Atlanta.

With great success from the pilot program, CFM officially introduced the Free Produce Markets in early 2025. Now, once per month, students, parents, faculty members and school staff and community members can pick up produce and ready-to-eat meals at no cost after school. Buses wait for the riders that choose to shop, and some of the bus drivers even choose to partake. Many parents walk or bike to the school to meet their kids, so they can shop together.

The funders saw just how much buzz the CFM Free Produce Market creates, and how excited the kids and adults get about having the chance to shop for free produce. There were tastings offered by local CFM chefs, and seasonally appropriate recipes and pre-made food items were available to take home, based on the ingredients available at that week’s market. During the funder visit, the pre-made offering was white bean chili. CFM distributed 150 pre-made chili containers in record time, even with a limit of one per person. The free sample and recipe of the day was an Island Veggie Skillet. The pre-made foods were served in commercially compostable containers made from regionally sourced, rapidly renewable Farmer’s Fibers from Better Earth, and the sample bowls and utensils were also compostable.

While most of the kids were not shy about eating veggies, there was also the extra incentive to earn a sticker when they did a tasting with the chef. Lots of stickers were given out that day, and each family that shopped received a $5 coupon to purchase food at one of CFM’s regular markets, as well as information explaining how those with SNAP benefits could get a 2 for 1 deal for veggies and fruits in addition to the coupon discount. Resources were also provided to help families facing emergency food needs, with connections to other local programs.

Hearty, healthy goodness prevailed, and children’s faces beamed with smiles. Being onsite was truly heartwarming for the funders as they heard from Toomer’s administrators, teachers, and parents how much they appreciate the events, and how valuable they are to the school community.

After the shopping, bikes sped away loaded with veggies, families walked home together, planning the night’s dinner along the way, and electric buses quietly glided away from the curb, full of smiling faces and green bags of goodies.

CFM is looking to expand the Free Produce Market model to additional Title-1 schools in 2026, and they are committed to do so. Like many other Drawdown Georgia grantees, federal cutbacks do cause concern for the future; especially the announced reductions to SNAP benefits and the impact it will have on food insecure shoppers who receive matching dollars through partner programs like Wholesome Wave Georgia. Inflation and rising food prices will also exacerbate these challenges. CFM is actively pursuing additional sources of funding through donation requests on their website and at markets, fundraiser events, including benefit nights at local restaurants, and by exploring new partnership models.

CFM’s grant was funded by a cohort of funders that included Atticus Fund, the R. Howard Dobbs, Jr. Foundation and its Dobbs Fund, Ghanta Family Foundation, The Ray C. Anderson Foundation, Reilly Family Fund, Tull Charitable Foundation and The Wilbur & Hilda Glenn Family Foundation.