Tag: 3BL

Authored by: Baker Tilly’s David Hickey and Bashar Elayyan

The need for agility, efficiency and value delivery is more critical than ever for organizations to stay competitive in today’s business landscape. At the heart of this challenge lies business process optimization — the careful design and refinement of workflows to maximize productivity, minimize waste and drive impactful outcomes.

Emerging as a powerful enabler of this transformation is agentic AI, a next-generation artificial intelligence (AI) approach that autonomously navigates complex tasks, learns from data and dynamically pursues goals without constant human direction.

What is business process optimization? 

A business process is a structured sequence of activities designed to achieve specific objectives by synchronizing people, procedures, tools and methods. Process optimization involves fine-tuning this orchestration to eliminate inefficiencies, reduce redundancies and accelerate delivery — all while preserving the quality and integrity of the output. The goal is to achieve business objectives with maximum velocity, throughput and cost-effectiveness.

Agentic AI: Revolutionizing process optimization 

Unlike traditional automation that performs predefined, agentic AI operates with flexibility, autonomy and intelligence. It makes independent decisions, adapts to shifting priorities and actively pursues objectives without waiting for human input. This capability unlocks new dimensions of process optimization, enabling businesses to scale operations, enhance accuracy and reduce operational costs while driving continuous improvement.

A practical example of agentic AI is virtual assistants in customer service that autonomously resolve inquiries, escalate issues as needed and update records with minimal human intervention. These AI agents learn from interactions, improve over time and integrate seamlessly with business systems, allowing organizations to deliver faster and more personalized customer experiences.

How does agentic AI differ from traditional automation? 

Key characteristics that differentiate agentic AI include:

• Flexibility: It can adjust to new information, shifting goals and evolving business environments.
• Autonomy: It initiates actions and decisions independently, rather than following fixed instructions.
• Self-reasoning: It analyzes data contextually to determine the best path forward.
• Ecosystem integration: It connects dynamically with external systems by integration with traditional robotic process automation (RPA) bots, extending its capabilities across organizational boundaries.

These traits allow agentic AI to tackle complex processes that traditional automation cannot efficiently handle, enabling intelligent, adaptive workflows that continuously optimize themselves.

Processes best suited for agentic AI optimization 

Processes involving complex decision trees, high volumes of data and repetitive yet nuanced tasks benefit most from agentic AI. Common examples include:

• Customer service: Responding to inquiries by analyzing extensive data sets, providing accurate answers and routing complex issues.
• Back-office operations: Automating data validation, reconciliation and reporting to reduce errors and improve turnaround.
• Supply chain management: Adapting procurement, logistics and inventory decisions dynamically based on real-time data and market shifts.

By accelerating and scaling these processes, organizations free their workforce to focus on strategic initiatives, innovation and customer engagement.

Challenges to anticipate when implementing agentic AI 

Integrating agentic AI into existing operations is not without challenges:

• Data quality and governance: High-quality, domain-specific data is crucial. Poor data leads to unreliable AI outputs.
• Model reasoning and insight: Ensuring the AI models are trained on high-quality, realistic data to make reliable decisions.
• Security and privacy risks: Increased system connectivity expands attack surfaces, requiring robust security controls.
• Ethical and regulatory considerations: Autonomous AI decision-making necessitates strict guardrails to prevent compliance violations and protect sensitive information.
• Change management and user adoption: Employees and customers must adapt to new workflows and roles, often involving a cultural shift toward trusting AI-driven processes.

Practical steps for embracing agentic AI

To successfully harness agentic AI, organizations should consider these foundational steps:

1. Identify purposeful use cases: Focus on processes where AI’s autonomous capabilities offer the highest return on investment.
2. Develop a data-first strategy: Prioritize data quality, governance and accessibility to fuel AI learning and accuracy.
3. Maintain human oversight: Establish clear guardrails with human supervision to monitor AI performance and intervene when necessary.
4. Modernize IT infrastructure: Invest in scalable, secure integrations to enable smooth data flow and AI interaction.
5. Enhance security frameworks: Protect data privacy, ensure compliance and safeguard intellectual property in AI ecosystems.
6. Drive organizational readiness: Implement comprehensive change management programs to prepare employees and customers for AI-powered transformation.

How we can help 

At Baker Tilly, we help organizations navigate the complexities of integrating agentic AI into their business operations. Our team works with you to identify the right, fit-for-purpose use cases and design and build agentic workers that balance AI autonomy with proper governance. We help lay the foundation for success with a strong data strategy, ensuring your systems deliver meaningful and accurate outcomes.

We also support organizational readiness, from integrating with legacy systems to safeguarding against security and compliance risks. Just as important, we help your teams and customers prepare for change through thoughtful change management strategies that build confidence and adoption.

Whether you’re just beginning your AI journey or scaling an existing initiative, we’re here to help you unlock real, sustainable value with agentic AI.

Connect with a Baker Tilly specialist to learn more

The following is an excerpt from our FY24 Purpose Report, celebrating 40 years of impact at Cisco. Data and metrics are reflective of Cisco’s fiscal year 2024, ending on July 31, 2024.

Circular design means designing products, packaging, and systems that enable reuse, minimize environmental impacts, drive innovation, and realize value for our stakeholders. We design our products and packaging with circularity in mind, aligning them to 25 Circular Design Principles organized across five focus areas.

We developed a circular design evaluation methodology and web-based tool to help us track progress toward our circular design goal. Every new product and packaging design must be scored in the evaluation tool and achieve a score of at least 75% before its release to production. A score of 75% or higher represents substantial incorporation of our Circular Design Principles into our new products and packaging and counts toward our circular design goal. We formalized processes and dashboards to support and enforce the mandatory scoring requirement, resulting in all new designs released in fiscal 2024 being evaluated in the tool.

Cisco’s products are designed to convey our brand of quality and innovation. In fiscal 2024, Cisco updated the industrial design guidelines to incorporate brand requirements and Circular Design Principles, including guidelines such as avoiding the usage of solely cosmetic and nonfunctional plastic parts and optimizing the product packaging. In fiscal 2025, we will review the Circular Design Principles, methodology, and tool based on key learnings, stakeholder feedback, and external requirements, to identify opportunities to further our efforts.

Pinnacle Awards

A cross-functional team from Supply Chain and Engineering won the Sustainability Impact Award at the 2024 Cisco Pinnacle Awards, the highest recognition of product and engineering innovation at Cisco, for helping transform our company strategy and meaningfully accelerating Cisco and our customers toward key environmental sustainability goals.

Assessing Our Products’ Environmental Impacts

A life cycle assessment (LCA) is used to model the environmental impacts of a product across multiple impact categories over the product life cycle, from cradle to grave. We use LCAs to quantify key environmental impacts of our products, identify hot spots for continuous product design and operational improvement, and opportunities to reduce resources used throughout our supply chain.

In fiscal 2024, to address the need for LCAs across our product portfolio, we developed a scalable LCA model including environmental impact reports aligned to the International Organization for Standardization (ISO) 14040/44 standards. The intent of this model is to improve the quality and decrease the resource-intensiveness of performing LCAs. It can be used for most Cisco hardware products to address internal and external stakeholder interest. With the large number of products in our portfolio, we started by using this model for representative products across Cisco product families. In fiscal 2024, we published our first LCA report using the scalable LCA model.

Read the full FY24 Purpose Report

To learn more about the progress we’re making to Power an Inclusive Future for All, visit our Cisco Purpose Reporting Hub.

View original content here.

SWORDS, Ireland, June 24, 2025 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, has been recognized in TIME’s list of the World’s Most Sustainable Companies, ranking 20th. The list, now in its second year and published in collaboration with market research company Statista, highlights the top 500 companies that embed sustainability into their core strategies.

“We are honored to be named to TIME’s list of the 2025 World’s Most Sustainable Companies for the second consecutive year,” said Mauro Atalla, Senior Vice President, Chief Technology and Sustainability Officer, Trane Technologies. “Our inclusion on this prestigious list underscores our dedication to driving sustainable growth for ourselves and our customers and making a lasting positive impact on our planet.”

Since 2019, Trane Technologies has reduced customer carbon emissions by 237 million metric tons, on track to meet its Gigaton Challenge goal of reducing one gigaton (or one billion metric tons) of customer carbon emissions by 2030. Last year, the company introduced 190 new products, including a major portfolio update featuring refrigerants with lower global warming potential (GWP).

Trane Technologies is widely recognized as a leader in sustainability, integrating sustainable practices into the company’s core strategy and throughout its global operations as it progresses toward its 2030 Sustainability Commitments. The company is dedicated to developing industry-leading climate solutions for customers worldwide, including innovative, energy-efficient products and solutions that help customers achieve their sustainability goals while improving their bottom line by reducing energy use, carbon emissions, and operational costs.

The company is also acknowledged for its industry-leading transparency, credibility, and accountability, having recently received several additional recognitions for climate action. Trane Technologies ranked in the top ten of Corporate Knights’ inaugural Europe 50 list and was featured on the Financial Times’ list of Europe’s Climate Leaders for the fifth consecutive year.

# # #

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

This news release includes “forward-looking statements” within the meaning of securities laws, which are statements that are not historical facts, including statements that relate to our sustainability commitments and the anticipated impact of these commitments. These forward-looking statements are based on our current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations. Factors that could cause such differences can be found in our Form 10-K for the year ended December 31, 2024, as well as our subsequent reports on Form 10-Q and other SEC filings. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect the Company. We assume no obligation to update these forward-looking statements.

World-class equipment, technology and services company, CNH, has taken on a project that exemplifies its commitment to sustainability.

The Sioux Falls Sustainability Committee is an employee driven committee made up of 16 dedicated members that meet monthly to plan ways they can help. Projects have included river clean-up efforts and Earth Day events.

In partnership with Friends of the Big Sioux River (FBSR), the committee is designing and building a floating island system to support wildlife habitats on the river. These islands will eventually be anchored along the Big Sioux and provide several environmental benefits:

• Increased biodiversity
• Protected areas for wildlife to live and breed
• A root system to house spawning fish and filter the river water
• A platform covered in native plants and flowers to provide pollination opportunities
• Improved water quality, positively impacting agriculture in the area
• Added beauty to the Big Sioux River for all visitors to enjoy.

The committee and other volunteers have built the island panels and have tested them.

Recently, team members also attended the Big Sioux Brew. This local event is designed to raise awareness around the local water shed and the impact it has on the environment. The Sioux Falls Sustainability committee was there to display a miniature model of the island design and talk about the project.

At Baker Hughes, we believe that when people feel seen, heard, and valued, collectively, we all thrive. Diversity is not just something we celebrate during designated months—it’s who we are, every day. As we honor Pride Month, we recognize the voices, experiences, and contributions of our LGBTQ+ colleagues and allies around the world.

This month is also a reminder of something even more profound: each of us brings unique attributes, perspectives, and stories to the table. Whether it’s our culture, background, identity, or lived experience, our differences are what make us stronger—together.

Throughout June, our Pride@Work Employee Resource Group will be spearheading key discussions and raising awareness on issues affecting the LGBTQ+ community, and we’re looking forward to highlighting these initiatives on our various social channels.

We are proud of the diverse perspectives that shape our culture and drive our purpose.

INDEPENDENCE, Ohio, June 24, 2025 /3BL/ – Covia Holdings LLC has opened a new state-of-the-art laboratory facility in Concord, North Carolina, to expand its network of innovation capabilities. The new innovation center, which includes modular lab space, meeting rooms, and office space, will serve as a hub for customer engagement and product development.

According to Bruno Biasiotta, Covia President and Chief Executive Officer, “The investment in our new innovation center reflects our commitment to being a customer-centric innovator and aligns with our core value of Growth. Unlocking growth in our markets by bringing value to our customers is central to our vision to be a leading minerals solutions provider.”

The roughly 20,000 square foot center was designed by the Covia technical team, with a focus on modularity and flexibility that will support the evolving needs of the markets Covia serves. In addition to mineral processing, the center supports application development and testing across a range of industries, including coatings, polymers, engineered stone, and sports and recreation.

The open lab layout allows for future expansion, with space to add workbenches and equipment as the team grows. The office area can accommodate more than 30 employees, and the collaborative meeting spaces are ideal for customer interactions and team ideation sessions.

“The Concord facility provides a focal point for our work to develop innovative products for our customers and broaden our product capabilities across our labs and plants,” Biasiotta added. “It represents an important step in our innovation journey and gives us terrific new capabilities to help our customers succeed.”

About Covia

Covia responsibly provides minerals solutions for a better tomorrow. As a leading provider of diversified minerals, our products support a variety of industrial markets, including glass, ceramics, coatings, metals, foundry, polymers, construction, water filtration, and sports and recreation. The company serves its customers through abroad array of essential, high-quality products, including high-purity silica sand, nepheline syenite, feldspar, kaolin and ball clays, cristobalite, and coated materials.Long-standing relationships with a broad customer base enable Covia’s market-inspired approach to innovation to enhance solutions and customer benefits.Underpinning these strengths is an unwavering commitment to safety and to sustainable development, further enhancing the value that Covia delivers to all its stakeholders.

For more information, visit CoviaCorp.com.

Contacts
Amanda Meehan
MediaRelations@CoviaCorp.com

International Olympic Committee news

The Olympic Games bring together athletes and spectators from all over the world, showcasing human potential, resilience and a sense of unity no other event can provide. To ensure the Games are delivered in the most useful and responsible way possible, the International Olympic Committee (IOC)’s Olympic Agenda requires organisers to create a lasting positive impact for the host while minimising their environmental footprint. That means, first and foremost, reducing the carbon footprint associated with the Games.

To help Olympic organisers understand and reduce their carbon footprint, the IOC has developed the Carbon Footprint Methodology for the Olympic Games. First published in December 2018 and updated in December 2024, this methodology provides a structured, transparent way to measure emissions and identify opportunities to reduce impact.

Carbon Footprint Methodology for The Olympic Games

Launched at the UN Climate Change Summit COP24, this guide provides detailed guidance to the Organising Committees on how to measure the carbon footprint of the Olympic and Paralympic Games.

Download Guide

Here are some answers to questions you might have on how it works in practice.

What is the Carbon Footprint Methodology for the Olympic Games?

The Carbon Footprint Methodology for the Olympic Games is a set of guidelines to help hosts measure, report and manage the emissions associated with organising the Games. It provides a clear framework for calculating the impact of various activities, including venue construction, transport and travel (for athletes, organisers and spectators), energy use, materials, and operations such as catering and waste management.

By following internationally recognised standards, including ISO 14064 and the Greenhouse Gas Protocol, and in line with the European Commission’s Organisation Environmental Footprint (OEF) and the United Nations’ Sports for Climate Action Framework, the methodology ensures that the carbon footprint of the Olympic Games is measured in accordance with best practice, while taking into account the local context of each Games edition.

The methodology helps hosts identify what should be included in the Games’ carbon footprint, choose the best method to calculate emissions – whether based on detailed data or estimates – and identify opportunities to reduce their impact. It is also an important tool available to Interested Parties during the Continuous Dialogue phase, helping them assess potential climate impacts and integrate sustainability planning from the outset.

This transparent, structured approach ensures that the Games contribute to real, measurable improvements.

Why are some emissions included in the carbon footprint while others are not?

The methodology provides a clear, reliable way to assess emissions, allowing hosts to identify what should be counted, ensure transparency by using internationally recognised methods, and distinguish between emissions directly caused by the Games and those that are part of broader development.

For example, if a new sports venue is built specifically for the Games, its emissions are included. If a metro line upgrade was already planned before the Games were awarded, its emissions are not included, even if it benefits Olympic spectators. Short-term beautification projects or unrelated infrastructure improvements are not counted, as they are not necessary for hosting the Games. This approach ensures transparency​ and consistency in defining the scope of the carbon footprint.

Does this mean a host could exclude certain emissions to make their numbers look better?

No. The methodology includes strict rules to prevent selective reporting. Hosts must justify why certain emissions are included or excluded, follow internationally recognised reporting standards, and ensure that all key activities linked to the Games are accounted for. The methodology was developed with the support of several independent carbon experts to ensure it reflects best practice in terms of accuracy and consistency​.

Are emissions from spectator travel included?

Yes, indirect emissions – i.e. scope 3 – including spectator travel emissions, are included in the Games’ carbon footprint.

We recognise that, when planning reductions, hosts cannot control every travel choice individuals make. The focus is on providing low-carbon options that encourage more sustainable travel while ensuring that long-term transport improvements benefit residents beyond the Games.

The methodology categorises spectator travel as an “associated activity”, meaning it is clearly linked to the Games but not directly controlled by the host. Travel emissions are calculated based on the number of people travelling to the host region, their mode of transport (air, rail, car, etc.) and the distance travelled. Since different types of spectators travel varying distances, the methodology uses assumptions informed by ticketing data, surveys and transport demand models.

For example, an international spectator attending multiple events may have a higher travel footprint than a local resident attending one event. To ensure accuracy, assumptions about travel behaviour – such as the number of tickets per spectator and the likelihood of multi-mode transport use – are factored into the calculations.

The methodology also differentiates between ticketed spectators (whose travel is included in the footprint) and non-ticketed spectators (whose impact is harder to quantify). Hosts are encouraged to provide sustainable travel incentives, such as improved public transport, cycling infrastructure or ticketing strategies that reward low-carbon travel.

What about permanent infrastructure? Is it fair to count emissions from buildings that will be used for decades?

Yes – but only if those buildings were constructed because of the Games. If a host was already planning a sports facility before being elected to host the Games, its emissions are not counted. If a venue was built only because of the Games, its construction emissions are included. If a venue is permanently upgraded for the Games, the emissions linked to the upgrades are included. At the same time, legacy benefits – such as improved public transport or new housing – are recognised as part of the broader long-term impact of the Games​.

How are emissions from rented equipment accounted for?

Unlike purchased equipment, where 100 per cent of emissions are counted, rented equipment has its emissions counted on a pro rata basis according to its expected lifetime.

For example, if a temporary infrastructure asset is expected to be used for 25 events over 10 years, only one twenty-fifth of its total embodied carbon is allocated to the Games. If an electronic device has a five-year lifespan and is used for one year in the context of the Games, one fifth of its emissions are counted. This ensures fairness while encouraging the use of rental solutions instead of new purchases​.

How does the methodology handle post-Games transformations of venues?

Some venues undergo dismantling or repurposing after the Games. The methodology distinguishes between temporary structures that are dismantled after the Games (included in the footprint) and legacy transformations – such as converting an Olympic Village into housing – which are excluded, as they are led by future owners, not the Organising Committee​.

What happens after the Games? Is there a follow-up on what was achieved?

Yes. Hosts are expected to report on actual emissions compared to their initial estimates, assess what worked well and what could be improved, and share findings with future hosts, ensuring continuous learning​. This process ensures the Olympic Games continue to evolve, improving their environmental impact while creating long-term benefits for hosts.

Is each Olympic Games edition expected to be better than the last in terms of carbon emissions?

With each Games edition, we aim to set better standards in delivering a more sustainable event. But progress will not always be linear. Each host starts from a different point. For example, some already have a strong public transport network in place, while others lack the appropriate infrastructure. A host with existing low-emission transport will have an easier time reducing transport-related emissions than one that must develop new mobility solutions.

What matters is that – building on lessons from past Games – each Games edition adapts to the local context, minimises impact and delivers lasting benefits for the host, in line with existing development plans. The IOC does not impose identical requirements on all hosts but ensures that each of them takes a structured, measurable approach to reducing the Games’ footprint, in line with the Paris Agreement on Climate Change​.

How is the methodology updated?

Climate change is evolving fast, and so is the global community’s approach to addressing it. The IOC monitors these evolutions closely to make sure the methodology is updated when needed, and also includes relevant lessons learnt from previous editions of the Games. The current version is a revised version of the initial document published in 2018 and incorporates insights from Paris 2024 and LA28.

In the wake of hurricane Milton in late 2024, DaVita teammates dedicated their time and support to patients in the Tampa, Florida, area who needed life-sustaining treatment to survive.

“The most important thing for us is the people, all our patients, that is the reason we are here,” Eugenia Sosa, a DaVita nurse, said about volunteering on Sunday at the Central Tampa Dialysis center.

Taking care of patients comes naturally to DaVita teammates (employees), so it was no surprise to find them going above and beyond to support patients. Biomedical teammates and others worked diligently to restore power and water in centers after the storms. Teammates also worked to create access to treatment for patients displaced by the storm and made time to provide food and drinking water to those in need.

During extreme weather and natural disasters, DaVita’s emergency management team, as well as local teams in impacted areas, activate efforts to prioritize patient safety and access to care. Skipping dialysis treatment can be life-threatening, so it is extremely important that patients show up to treatment and that teammates are there and ready for them.

 Teammates look to the company’s values and community-driven culture as they work to care for their communities.

DaVita teammate Lisa Franklin, RN, a nurse who had only worked for DaVita for a few months at the time of the storm, said she believes patients are extremely grateful because dialysis treatment is so important for people living with end-stage kidney disease.

“For me, serving the patients is always an honor,” Franklin said. “To go above and beyond to make sure they get the treatment that is needed because it is so vital …to their well-being.”

Kevin McCormick, a biomedical operations manager, works with his team to assess damage that’s resulted from storms and work to restore centers so they can re-open and serve patients.

“I am proud of my team, the roles that they take on and the lengths that they go to.” McCormick said when asked how he feels about the work he does, “We always try to be safe and invested in what we are doing, taking care of each other is a beautiful thing.”

Yum! Brands

Sebastian Wright
Chief Food Innovation Officer, KFC Global

Education

• Sheen School
  London, United Kingdom
  (1986-1991)
• Durham University
  Bachelor of Science, Geology
  Durham, United Kingdom
  (1992-1995)

If we were to interview your teachers, what would they say about you?
“Sebastian is imaginative and enthusiastic in class, though keeping him focused can be a challenge when there is something more interesting happening outside the window!”

What did you want to be when you grew up?
I wanted to be happy and fulfilled, though I wasn’t exactly sure how to get there at the time

Work

First Job
I ran a paper route on the streets of London when I was 12. The newspaper bags were so heavy, I could barely lift them, but I was driven by the desire to earn my own money and be independent. I also loved being the first one up in the morning, out in the quiet streets with the world all to myself.

• Rio Tinto, Antofagasta, Chile
  1996: Gold and Copper Exploration Geologist
• Pret A Manger, London, United Kingdom
  1997-1998: Store Manager
  1998-2001: New Store Opening & Training Manager
• Pret A Manger, New York City, New York, United States
  2001-2005: Director, U.S. Information Technology & New Market Expansion
  2005-2006: Head of U.S. Business Development, Real Estate and Finance
• Le Pain Quotidien Global, New York City, New York, United States
  2006-2007: Director, Information Technology
  2007-2010: Director, Franchise Services & Concept Innovation
• Pret A Manger, New York City, New York, United States
  2010-2012: Vice President of Food, Brand and Commercial, North America
• Starbucks, Seattle, Washington, United States
  2012-2013: Director, Lunch Food
  2013: Director, Evolution Fresh
  2013-2016: Senior Director, Concept Innovation – Store of the Future
  2016-2017: Senior Director, Food Concept Innovation
• Amazon, Seattle, Washington, United States
  2017-2020: Product Leader, Fresh Prepared Food (Amazon Go)
  2020-2022: Category Leader, Fresh Prepared Food (Amazon Kitchen)
  2022-2023: New Formats Leader
  2023-2024: Category Leader, Amazon Go
• KFC, Plano, Texas, United States
  2024-present: Global Chief Food Innovation Officer

What moments, or who, in your life influenced the way you work?

• Working with Starbucks’ chief creative officer 
  I had the opportunity to work closely with the chief creative officer at Starbucks, who came from a New York real estate background. He taught me that the word “impossible” doesn’t exist. He encouraged me to dream as big as I could and mastered the art of bringing people along on that journey.
• My first boss
  She was a librarian with no restaurant experience when she boldly decided to open one of London’s first wine bars. She inspired me by proving that your background doesn’t define you. You have the power to shape your outlook, influence how others see you and create your own future. It was an incredibly empowering lesson.
• Living and working in the desert
  In the early days of my career as a geologist, I took a job in Chile’s Atacama Desert, the driest place on Earth. For three months, I was living in a tent surrounded by stunning landscapes yet isolated from the human connection I deeply missed and wanted to return to. I’d always worked in bars and restaurants to support myself through school, so returning to that world in London felt natural. I have fond memories of those gold-hunting days, but choosing people and food over rocks was the right call.

What part of your career journey was unexpected?
Making America my home was an unexpected turn in my career journey. I moved to Manhattan in August 2001, and the events of the following months were galvanizing in my decision to make the U.S. my permanent home. I deeply appreciate the entrepreneurial spirit and “can-do” attitude of the many people I’ve worked with. It’s uplifting and resonates with my own positive outlook.

What do people think you do versus what you actually do?
People think I eat chicken all day, every day. The reality? I only eat chicken most days.

What is the best piece of advice that you’ve been given?
No one is more invested in your life than you are–no matter what anyone else tells you.

How do you recharge during your free time?
By driving—whether it’s cars on tracks, racing karts or riding bikes. I also love karaoke, a bold glass of Cab Sav, good friends and a great view. And of course, cooking and enjoying delicious food is always a highlight.

What motivates you?
I’m inspired by the passion of others and motivated to create meaningful change in thoughtful, often indirect ways. What drives me most is the desire to leave things better than I found them.

Complimentary Webinar:

The Heat You’re Not Counting: Super Pollutants and the Net Zero Gap

Wednesday, July 16, 2025, 12:00PM UTC+7:00

Register Here

While most corporate climate strategies focus on reducing carbon dioxide, few address the most powerful—and overlooked—drivers of near-term global warming: super pollutants like methane, black carbon, and HFCs. These fast-acting pollutants trap significantly more heat than CO₂ in the short term and are responsible for nearly half of today’s global warming.

For businesses across Asia, where climate risk, regulatory shifts, and supply chain complexity are accelerating, targeting super pollutants offers a strategic opportunity to:

• Accelerate climate impact by prioritizing investments that slow the rate of warming now
• Reduce near-term, climate-related business risks while pursuing long-term CO2 reduction
• Future-proof climate strategies now, in advance of new reporting standards

Join the Global Heat Reduction Initiative’s Executive Director, Kiff Gallagher, on Wednesday, July 16, 2025, at 12:00pm UTC+07:00 for an in-depth discussion on how companies can align their climate impact strategies with near-term horizons and realistic corporate planning timeframes.

A live Q&A session will follow the discussion. 

Who should attend?

• Business leaders and decision-makers in the private, public and NGO sectors 
• Leaders and designers of climate action plans, carbon emissions management and/or net zero targets
• Anyone interested in reducing climate super pollutants and joining the heat reduction community 
• Sustainability professionals of all kinds

 Register Here

About Kiff Gallagher 

Kiff Gallagher is an entrepreneurial executive and award-winning social innovator with 30 years of experience scaling sustainable enterprises. Kiff is co-creator and executive director of the Global Heat Reduction Initiative (GHR) at SCS Global Services, a groundbreaking climate finance and data platform, including a registry, that empowers organizations and municipalities to target near-term atmospheric heat and pollution reduction on their path to net zero.

Kiff has served as a domestic policy aide in the Clinton White House, President of Social Venture Network, Vice President of Corporate Affairs and Sustainability at Califia Farms, and Senior Vice President at Winrock International which owns the American Carbon Registry (ACR). He has been a frequent public speaker and garnered national media attention throughout his career, most recently spotlighting GHR in Trellis and FinTech.TV at the NYSE.