GoGreenET.com Reboot

Back in 2008, I founded GoGreenET to help East Tennessee businesses approach sustainability in practical, business‑driven ways. At the time, there was no local, business‑focused resource that connected environmental responsibility with what leaders actually cared about, costs, efficiency, and long‑term viability.

GoGreenET grew into a community platform supported by business leaders, media partners, and academic institutions, all centered on one idea: progress over perfection. The goal was never to be ideal, it was to help businesses take the first step, then the next.

Like many hyperlocal initiatives, GoGreenET eventually went quiet. Not because the mission stopped mattering, but because the conversation kept moving, and there was no longer a place designed to hold it.

Today, I believe the timing is right to reboot GoGreenET.

Sustainability is no longer a side topic. It’s tied directly to workforce attraction, operational resilience, cost control, and how communities stay competitive. Businesses are asking better questions, and they’re looking for practical answers grounded in real experience, not buzzwords.

This reboot isn’t about chasing trends or checking boxes. It’s about spotlighting local leaders, sharing what actually works, and helping businesses move forward in ways that are measurable and meaningful.

If you’re interested in where sustainability, business, and community intersect in East Tennessee, I invite you to follow along, and join the conversation.

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A 56k Modem in a Closet — and a Leadership Lesson in Cyber Risk

During a recent clean out ahead of a remodeling project, our IT team opened a long ignored storage closet.

Inside was a 56k dial up USB modem, carefully tucked away years ago.

At first, it was a curiosity. A relic from another era. But the more I thought about it, the more that modem felt like something else entirely: a reminder of how unmanaged technology debt quietly turns into fiduciary risk for anyone with governance responsibility.
Because there was a time when that modem was state of the art.
It wasn’t a compromise.
It wasn’t risky.
It was the best technology available, doing exactly what it was designed to do.

Then the world changed.

How Yesterday’s Good Decisions Become Today’s Governance Problem
Technology rarely becomes dangerous because it stops working.

It becomes dangerous because the assumptions it was built on no longer hold.

Threat actors evolve. Connectivity expands. Regulatory expectations increase. Customers, partners, and insurers expect resilience. Systems that once represented prudence and efficiency quietly become unacknowledged exposure.

This is how cybersecurity debt forms, not through negligence, but through inattention over time.

And this is where technology debt crosses out of IT and into enterprise leadership, executive oversight, and governance.

When Tech Debt Becomes Fiduciary Risk
Many of the most significant breaches of the last decade weren’t caused by exotic attacks or cutting edge malware. They were enabled by legacy systems, inherited complexity, and governance blind spots.

• Equifax wasn’t breached because it lacked technology. It was breached because a legacy application went unpatched in an environment with poor asset visibility and unclear accountability.
• Target wasn’t breached because it ignored cybersecurity. It was breached because trust assumptions and insufficient segmentation allowed a third party compromise to become an enterprise wide incident.
• WannaCry’s impact on the NHS wasn’t about hacking sophistication. It was about unsupported systems operating well past their safe lifespan—systems leadership knew existed but hadn’t fully reckoned with.

These weren’t IT failures alone. They were risk management failures, with direct financial, reputational, and regulatory consequences.

“It Still Works” Is Not a Governance Standard
From a leadership and governance perspective, some of the most concerning phrases sound deceptively reasonable:
• “It’s been stable for years.”
• “We’ve never had an incident.”
• “Only a few people really understand it.”
• “Replacing it would be disruptive.”

These statements often describe systems that are:
• Outside modern monitoring and logging
• Difficult or impossible to patch
• Incompatible with zero trust principles
• Dependent on tribal knowledge rather than documented controls

Attackers don’t view these systems as dependable. They view them as predictable.

And regulators, insurers, and plaintiffs’ attorneys increasingly view them as foreseeable risk.

Cybersecurity Is a Leadership Duty of Care Issue
Cybersecurity is no longer just an operational concern or a line item in the IT budget. It is squarely part of:
• Enterprise risk management
• Regulatory and compliance obligations
• Financial oversight
• Brand, customer, and shareholder value protection

Boards, executives, and senior leaders are not expected to design networks or select tools. But they are expected to ask:
• Do we understand where our legacy systems are?
• Do we know which ones carry material risk?
• Are compensating controls in place where replacement isn’t feasible?
• Do we have clear ownership and end of life timelines?

In other words: Is cyber risk being governed, or merely inherited?

The Cost of Inherited Risk
The Colonial Pipeline incident made this visible at a national level. While the ransomware attack targeted IT systems, the lack of confidence in the broader security posture forced the shutdown of critical operations. A single compromised account cascaded into economic disruption across the East Coast.

That is the real cost of cybersecurity debt: not just breach response, but loss of trust, operational paralysis, and leadership scrutiny after the fact.
At that point, the conversation is no longer about technology.

It’s about oversight, accountability, and governance.

Why That Modem Matters
The 56k modem we found isn’t dangerous sitting in a closet. But it’s a powerful symbol.

Somewhere in almost every organization, there are modern equivalents still running in production, quietly doing their job, long after the risk landscape around them has fundamentally changed.

They remind us that:
• Yesterday’s innovation can become today’s vulnerability
• Cybersecurity debt grows silently
• Unmanaged legacy technology doesn’t just slow the business, it creates fiduciary exposure

Cybersecurity leadership isn’t only about adopting new tools or reacting to incidents.

Sometimes, it starts by opening a closet, taking inventory of what we’ve carried forward, and asking a governance level question that every senior leader now shares responsibility for answering:

Do we know where our cyber risk lives—and are we actively managing it?

For executives and senior leaders with governance responsibility:
If your role includes oversight of risk, resilience, or long term organizational health, this is not a theoretical issue. These are the conversations we regularly support with leadership teams at Centriworks.

If you’d like help assessing cybersecurity debt, legacy risk, or governance around cyber exposure, I invite you to contact me or the Centriworks team directly for a confidential discussion.

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Case Study – Tindell’s Building Materials

 

Building a Green Future with Environmentally Friendly Solutions

 

Tindell’s Building Materials began in 1907 as a sawmill business. The company now owns building materials sales and warehousing facilities in Knoxville, LaFollette, Oak Ridge, Sevierville, Maryville, and Cleveland, Tennessee. These facilities include a truss manufacturing plant, a millwork division, an installed sales division, and a commodity center. Tindell’s mission is to always set a new standard of excellence for its customers, employees, and suppliers as the service and quality leader in the building materials industry by doing the right thing right the first time.

Tindell’s saw the market moving slowly toward a greener building environment when it started getting queries about how to build a greener product from the contractors it supplied. Because of that, several of the company’s employees obtained LEED certifications. LEED certification is the recognized standard for measuring building sustainability, and achieving the certification is the best way to demonstrate that a building project is truly “green.”

The company also became FSC certified to lead its industry in environmental initiatives. FSC insists on rigorous tracking of certified products to carry the label. However, making a conscious effort to seek out and market green products didn’t stop with building materials. Tindell’s Building Materials viewed its efforts as a company-wide commitment that included green back-office solutions.

Challenge

As a fourth-generation building materials business, Tindell’s Building Materials has evolved over the years and currently has five retail stores that primarily serve the professional contractor.

“In the last three years, we’ve made many changes due to the state of this industry,” said Roger Bates, chief financial officer for Tindell’s Building Materials. “Part of those changes involved looking at everything that we spend money on to make us more efficient internally and externally. In all we do, we try to incorporate being good environmental stewards, which means part of our changes involved going paperless wherever possible and not doing duplicate work. For example, we would get a vendor invoice, and we might make a copy of it, process it through Accounts Payable, scan it, and then fax it to somebody if there’s a question. So we were handling the same document multiple times, which led us to look at all of our processes and equipment.”

Every location had multiple copiers, printers, and fax machines. As a fiscally responsible company, the cost was a consideration when Tindell’s started looking at ways to improve office efficiency. The company was leaning toward purchasing a competitive product instead of staying with its long-time dealer, Centriworks, attracted by the fact that the brand they were looking at was so inexpensive. The Centriworks team visited the management at Tindell’s to discuss its own company commitment to environmental initiatives, including their Greenworks program, and the negative impact that going with a product that might be less expensive—but also a less environmentally friendly—would have on the business goals.

While the price was, a consideration, Centriworks demonstrated how its proposed solution was less costly over the contract term than the competitive solution. This included showing Tindell’s management the reduced landfill requirements of just replacing toner in the Ricoh equipment versus replacing almost 200 laser cartridges from the competitive equipment over the three-year contract. Centriworks used a predictive modeling formula that provided a detailed snapshot of future costs and predicted savings associated with each current and proposed device over the next 36 months. The model projected a 53 percent savings in power and CO2 emissions (over 5,000 lbs.) that the Ricoh equipment would deliver over the lease term. Tindell’s management was sold with these statistics. They also elected to list their business on GoGreenET.com, an organization founded by Centriworks as a free, online resource created to educate and guide East Tennessee businesses towards becoming more environmentally responsible.

Solution

Centriworks replaced the old equipment with multi-function printers in each location. The device packs multi-functional productivity into a small footprint, saving space and time. The device combines four office devices so all printing, scanning, copying, and faxing can be done from the same source.

“The multi-function printers that Centriworks installed for us have been great for achieving our goal to eliminate as much paper as possible,” said Bates. “Instead of printing or copying documents multiple times, we now capture an electronic copy and process it electronically with a more efficient workflow. We have also looked at every process within the company: receiving, shipping, A/P, invoicing—and in each case, we found ways to be more efficient and cut the waste out.”

Result

Tindell’s now has only one machine at each of its locations. Since the device is an all-in-one solution, it improves workflow processes with just one plug, reducing paper flow and energy.

“We’ve gone from three, four, five, six pieces of hardware at every location to one, and the buy-in was good with our employees,” said Bates. “Change is never easy, but with the ease of use of this equipment and the training provided by Centriworks, we haven’t had any push-back at all.”

Tindell’s work to streamline every process is having success as well. Moving from getting a plethora of invoices every day in the mail and processing to a file folder in a row of file cabinets is a thing of the past.

“We’ve gone from manual files to getting electronic invoices, processing them electronically, never touching a piece of paper, and then using these machines to scan in the documents you get and file everything electronically. We’ve got dozens of file cabinets sitting in a warehouse that we don’t use. And I would say every process has been like that,” said Bates. “Another example is the cash registers at the retail locations. They handle cash and checks and credit cards and a lot of paper documents there. At the end of each day, the cashiers take those documents, and now, instead of putting them in an interoffice envelope, they scan everything into a particular folder. Our accountant can reconcile cash first thing the next morning—the same process used to take two to four days. Documents are matched up with activity in the system. For a company our size, it’s a thing of beauty.”

From installing solar panels in its stores to being LEED and FSC certified to replacing old equipment and processes with more energy-efficient solutions, Tindell’s Building Materials is living up to its commitment to be environmentally responsible and resource-efficient. While the market hasn’t fully demanded it yet, true to form, Tindell’s is already out in front of its competition.

“Centriworks is the perfect partner for us because they foster the same culture we do when it comes to environmental initiatives and providing quality solutions for its customers. Even though green initiatives are not an expectation in our industry yet, we know that it will become expected when it becomes more cost-effective,” said Bates. “That will either be through legislation or costs coming down. I believe all that we have done in this direction, internally with the help of Centriworks, and externally with our environmental focus, differentiates us as a company. So when the demand hits, which it will, we will be ready.”

Challenge

  • Implement green practices throughout the company
  • Improve efficiencies and reduce costs in document workflows

Solution

  • Replace stand-alone copiers, printers, and fax machines with space and time-saving MFPs
  • Revamp department workflows to replace paper workflows with the capture and filing of electronic images of documents

Result

  • Lower long-term costs, energy consumption and reduce landfill requirements with energy-efficient MFPs that use toner versus less environmentally-friendly ink cartridges
  • Reduction of physical file storage and paper use and improved efficiency in document workflows with streamlined electronic document processes

 

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Threat Actors – Their Loyalties and Attack Mechanisms

I am attending the MTA meeting to exchange best practices with other MSPs, and the presenter put this slide up on the screen. The slide contains a list of Threat Actors and who they currently support in the Ukraine – Russia conflict and the kind of attacks they are undertaking. Very interesting!

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