With his extensive experience in the industry, Kendall Bear’s leadership as General Manager of Rockwood Electric Utility has given him the opportunity to ensure his community is prepared for the future. “Although we’ve had many of the following systems implemented for a few years now, looking back, I would say that building a fiber network between our main office and our substations has been beneficial in a variety of ways for Rockwood Electric. This opened the door for additional technology developments such as AMI, SCADA, distribution automation, Dispatchable Voltage Regulation, a 900 Mhz radio system, and a Meter Data Management System. Implementing a GIS system was extremely valuable as well, as we are now able to export that information to other systems such as Outage Management. We have a business and customer portal from CSA that is used extensively by our employees and customers—everyone really benefits from it.” Kendall knows his LPC is responsible for both the present and future of his community’s needs, and he wants his community to know that he is always looking for ways to better their lives. “We are working very hard to provide a reliable power supply to all our customers and using these different technologies helps us manage the power system. We want to be able to provide real-time information to our customers; something they would not normally have access to without these technologies. I would also want our community to know that we are their ‘trusted energy advisor’ and every employee at Rockwood Electric is committed to helping them make good decisions about the power they use.” With so much technological advancement in the Valley, Kendall encourages fellow leaders to make a strategic plan and collaborate with their peers. “The possibilities for innovation are almost endless, and there are a variety of products that are offered by many vendors. It is more than a little overwhelming! I would encourage a new GM to develop a strategic plan if the utility doesn’t already have one that is up-to-date. This may involve getting input from the many stakeholders in the community. After prioritizing your goals, get to work. Finally, I would tell a new GM to talk to his or her peers and colleagues a LOT. They will tell you what they have done that has been a colossal flop so you’ll know to avoid it, or they will tell you what they have been successful with. I guarantee every manager will share their story if you ask.”
Marty Ivy knows that when it comes to the energy industry, innovative partnerships and technology help prepare everyone for the unexpected. Leading Mayfield Electric and Water System as General Superintendent, Marty has overcome his community’s fair share of devastating weather events. His experienced leadership has allowed him to place an emphasis on technological diversity and preparedness. We asked him to share his experience with various projects with Seven States: “Most recently, Seven States helped us develop an RFP and select a 1.3-megawatt solar installation that we’re preparing to deploy. Projects like this take time, but once it’s in place, it will serve as our generation to help offset TVA’s requirement. Seven States has also been a major supporter for us in mutual aid during disasters. We’ve had three FEMA events — the remnants of Hurricane Ike in 2008, the ice storm in 2009, and the tornadoes in 2021. So, between disaster recovery and now helping us with solar, Seven States has really been there for us. That’s what makes partnership so valuable — you all make things easier, and we see you not just as partners but as friends who help keep our communities strong. We’re grateful for that support and excited about the projects still to come.” To Marty, the most important thing he wants his members to know is that every decision is made with their needs in mind. “Mayfield Electric and Water System strives to be an efficient and innovative utility while managing both reliability and rates. That’s really what it comes down to — being reliable and keeping costs low for our customers. We’ve already seen how innovation can transform our operations. For example, our customer service representatives have been amazed at how much new technology has improved our outage management system. It’s made responding to customers easier, faster, and far more efficient, especially during storms. There’s so much potential we haven’t even discovered yet in the Valley.” With 34 years of industry experience, Marty knows that change is inevitable. He offered this advice to general managers who might be wondering where to start when it comes to bringing innovation to their LPC. “The best advice I can give anyone is this: you can’t effectively manage what you don’t know. That’s why technology is so important — it puts knowledge of your system right at your fingertips. My advice is, don’t be afraid of change. I’ve been with Mayfield Electric and Water System for 34 years, serving as manager since 2001. Over that time, I’ve seen the industry cycle and evolve about every five years. The one constant is that change always comes, and if you’re afraid of it, you’ll get left behind. So, for future managers and anyone in this industry, my advice is to dive in, get your feet wet, and embrace the changes that move us forward.”
Leading Forked Deer Electric Cooperative as General Manager & CEO, Jeff Newman has firsthand knowledge of how vital technology is to the Valley and what a difference it has made in his community. “In our footprint, two of the most critical technology developments were broadband expansion and system automation. Bringing our system up-to-date has been a top priority, and that started with implementing SCADA across the network—a process that’s still ongoing. SCADA has already made a significant difference by improving our ability to detect and respond to outages quickly, which greatly reduces downtime for our members. On the broadband side, we now serve over 6,800 folks, which represents a substantial portion of our total meters. In a rural area like ours, access to high-speed internet isn’t just a convenience, it’s a necessity. It’s been a game changer, and the revenue from broadband has helped stabilize our electric rates by offsetting the need for larger increases. So, these technology developments haven’t just modernized our infrastructure—they’ve directly improved quality of life and economic resilience for the people we serve.” As the Valley continues to evolve and technology changes, Jeff views Seven States as a trusted partner that can help LPCs find the best fit for their community. “The biggest thing for us, as a rural utility, was having someone to help us get connected with the right people—whether that’s suppliers, vendors, or experts. We really leaned on Seven States for that support because, honestly, we didn’t even know where to begin. Every utility is different, and there’s no one-size-fits-all solution. You have to do what makes sense for your system and your community. A cookie-cutter approach just doesn’t work in this industry, and Seven States knows how to tailor a project or service to fit your exact needs.” Jeff’s advice to GMs who want to bring innovation to their communities is to stay open to progress by listening, learning, and ensuring new ideas truly serve the needs of the ratepayers. “I don’t take credit for the changes we’ve made, but progress happens when you don’t stand in its way. It’s important to evaluate new ideas carefully, make sure they align with your system’s needs, and support what makes sense. The key is to always consider what’s best for your LPC or co-op—and not become an obstacle to improvement.” ###
Serving McMinnville Electric System (MES) as General Manager, Brittany Davis leads her team with an eye on the grid of the future, and her expertise has given her an opportunity to set her community’s infrastructure up for long-term, sustainable success. “We are prioritizing critical infrastructure enhancements, including the reconstruction of two existing substations and the addition of a third to support increasing load demands. The new substation is designed not only to absorb future growth but also to provide contingency support, enhancing system reliability during both planned and unplanned maintenance events. Systemwide voltage regulation upgrades are also essential to improve operational efficiency and grid stability. Additionally, the completion of our distribution automation project—featuring the deployment of S&C IntelliRupters—will significantly bolster system reliability and support our transition toward a more modern, resilient grid.” With all the changes taking place in her LPC footprint, Brittany wants her community to know that their comfort and security are at the forefront of every decision she makes. “When I came on board at MES, it was clear our infrastructure needed attention. I helped develop a strategic plan to address those needs, and we’ve just received board approval to move forward. The plan focuses on modernizing our substations, upgrading relaying technology, and improving system reliability. While we’re still early in the implementation phase, I’m proud to drive efforts that will bring meaningful, long-term benefits to our community through innovation and smarter infrastructure.” Brittany credits Seven States as being a valuable partner for MES as the needs of her community have continued to evolve. “Seven States has been an invaluable partner in fostering innovation within our community. Their active involvement in the car charging project at Ascension St. Thomas – River Park Hospital was instrumental in expanding EV accessibility within Warren County. Additionally, their support in helping us with the install of the latest car charger project in collaboration with Tennessee Tech University has brought advanced technology to our region, further enhancing sustainability efforts and modernizing existing infrastructure.” As technology continues to advance across the Valley, Brittany’s advice to future managers who want to lead well is to lean into new and innovative opportunities with optimism and determination. “Embrace change. Technology and innovation evolve rapidly, and while past methods may have worked, that doesn't mean they remain the best solution. Assess your community’s needs, make informed financial decisions, and take decisive steps toward progress. Most importantly, never let a rejection deter you—persistence often leads to new opportunities. If the answer is no today, ask again tomorrow.” ###
It’s no secret that innovation drives progress, and Scott Owens is committed to thoughtful initiatives that move his community forward. As General Manager of Benton County Electric System (BCES), Scott leads with an eye on sustainable technology and long-term reliability for the community he serves. “BCES takes a progressive approach to cost management while prioritizing long-term system stability and reliability. As we work to keep power costs low, fair, and equitable, we actively seek to implement technologies that make financial sense for our ratepayers. At the same time, we recognize and assign value to intangible benefits, such as reliability and resiliency. Innovation begins with an idea—one that is pursued with thoughtful diligence and supported by experience, collaboration, and strategic funding to ensure maximum value for those we serve.” In a time of rapid digital transformation, Scott explains how BCES is leveraging technology in a variety of ways to enhance their customers’ experience. “BCES is evolving our customer experience to meet changing expectations. Today, many of our customers prefer to sign up, pay bills, and manage their accounts online or through their phones rather than visiting the office. They expect a seamless, self-service experience with real-time access to information. This shift presents challenges for smaller utilities, particularly during outages, when customers want timely updates to foster understanding and patience. To meet these demands, we have implemented HometownGrid and are working closely with CSA to transition to their new payment and user portal platforms. Operationally, BCES has entered a maintenance phase after completing a 12-year construction cycle. This period is giving us the opportunity to reevaluate and develop our next strategic 10-year capital plan. Our customers expect fast restoration and minimal disruption. The question we are now focused on is: How can we continue to deliver on those expectations through the smart application of technology and systems improvements?” When asked about advice he’d give to new managers who want to bring innovation to their own LPCs, Scott underscores the importance of taking an intentional, community-driven approach to change. “Start by listening. Innovation should be guided by the real needs of your community, your employees, and your system—not just by what's new or trendy. Build trust internally first by engaging your team and making them part of the process. Then focus on partnerships—with your board, vendors, peer utilities, and key stakeholders. Don’t try to innovate in a vacuum. Next, do your homework. Innovation is not just about ideas; it’s about disciplined planning, strong execution, and understanding the financial and operational impacts. Evaluate the long-term value, not just the upfront cost. Sometimes the intangible benefits—like improved customer satisfaction, reliability, or system resiliency—are just as important as the return on investment. Finally, be patient but persistent. Change takes time, especially in a utility environment where change touches 85 years of generational programming. Celebrate small wins with your community and keep your focus on serving your customers better every day.” ###
Gene Kanikovsky knows that innovative partnerships and groundbreaking technology are essential to preparing the grid for the future. Serving as General Manager & CEO of Joe Wheeler Electric Membership Corporation, Gene has a proven track record of implementing innovative, sustainable technology that benefits his community. “Joe Wheeler EMC has recently implemented a drone inspection program, including the deployment of our first thermal drone. We are also developing a digital surface model (DSM) to enhance our GIS capabilities by analyzing the proximity of vegetation to power poles and lines using the latest LiDAR data. Additionally, we’ve undertaken a systematic conversion of outdated lighting systems to high-efficiency LED. One of our proudest achievements is the commissioning of our new 1MW solar farm, which marks a significant step forward in our sustainability and technology portfolio. Every innovation we pursue is rooted in a commitment to either improve service quality or reduce costs for our members. Our core mission is to ensure reliable service at the lowest possible rates, and innovation is one of the most effective tools we have to achieve that goal.” Gene also recognizes and values the critical role that Seven States plays in building trust and accelerating innovation across the Valley. “Seven States is a uniquely valuable partner, bringing together technology solutions and key stakeholders in an environment that highlights real-world benefits to LPCs. This collaborative setting fosters dialogue that reduces the risk of project adoption by allowing LPCs to observe successful integrations of new technologies. The trust that LPCs place in Seven States significantly accelerates the development and deployment of innovative projects by lowering barriers to entry and providing trusted guidance.” When asked about what advice he’d give to new utility managers who want to bring innovative solutions to their communities, Gene shared that effective innovation starts with the right understanding and guidance. “First, start with a clear assessment by understanding the current technologies in use within your community—what exists, how it’s being utilized, and how effective it is. Next, prioritize impact by focusing on innovations that deliver the greatest financial and social benefits to your members. Lastly, choose partners carefully—the market is saturated with vendors seeking attention and investment. Select partners who are committed to long-term support and who will stand behind their products.” ###
Cody Durham knows the world of technology has evolved over the years. As the General Manager and CEO of Tishomingo County Electric Power Association, he’s been able to channel that...
With over 20 years of experience in the industry, Brad Coppock has witnessed firsthand the evolution of technology and its impact on the Valley. As General Manager of Powell Valley...
In a time where innovation drives progress and defines success, Clayton Dowell is committed to forward-thinking initiatives that move his community forward. Leading Bristol Tennessee Essential Services (BTES) as CEO,...
As General Manager of Amory Water & Light, Mike King understands that technology isn’t just about progress—it’s about people. By staying tuned in to the needs of his customers, he’s...
With his extensive experience in the industry, Kendall Bear’s leadership as General Manager of Rockwood Electric Utility has given him the opportunity to ensure his community is prepared for the future. “Although we’ve had many of the following systems implemented for a few years now, looking back, I would say that building a fiber network between our main office and our substations has been beneficial in a variety of ways for Rockwood Electric. This opened the door for additional technology developments such as AMI, SCADA, distribution automation, Dispatchable Voltage Regulation, a 900 Mhz radio system, and a Meter Data Management System. Implementing a GIS system was extremely valuable as well, as we are now able to export that information to other systems such as Outage Management. We have a business and customer portal from CSA that is used extensively by our employees and customers—everyone really benefits from it.” Kendall knows his LPC is responsible for both the present and future of his community’s needs, and he wants his community to know that he is always looking for ways to better their lives. “We are working very hard to provide a reliable power supply to all our customers and using these different technologies helps us manage the power system. We want to be able to provide real-time information to our customers; something they would not normally have access to without these technologies. I would also want our community to know that we are their ‘trusted energy advisor’ and every employee at Rockwood Electric is committed to helping them make good decisions about the power they use.” With so much technological advancement in the Valley, Kendall encourages fellow leaders to make a strategic plan and collaborate with their peers. “The possibilities for innovation are almost endless, and there are a variety of products that are offered by many vendors. It is more than a little overwhelming! I would encourage a new GM to develop a strategic plan if the utility doesn’t already have one that is up-to-date. This may involve getting input from the many stakeholders in the community. After prioritizing your goals, get to work. Finally, I would tell a new GM to talk to his or her peers and colleagues a LOT. They will tell you what they have done that has been a colossal flop so you’ll know to avoid it, or they will tell you what they have been successful with. I guarantee every manager will share their story if you ask.”
Marty Ivy knows that when it comes to the energy industry, innovative partnerships and technology help prepare everyone for the unexpected. Leading Mayfield Electric and Water System as General Superintendent, Marty has overcome his community’s fair share of devastating weather events. His experienced leadership has allowed him to place an emphasis on technological diversity and preparedness. We asked him to share his experience with various projects with Seven States: “Most recently, Seven States helped us develop an RFP and select a 1.3-megawatt solar installation that we’re preparing to deploy. Projects like this take time, but once it’s in place, it will serve as our generation to help offset TVA’s requirement. Seven States has also been a major supporter for us in mutual aid during disasters. We’ve had three FEMA events — the remnants of Hurricane Ike in 2008, the ice storm in 2009, and the tornadoes in 2021. So, between disaster recovery and now helping us with solar, Seven States has really been there for us. That’s what makes partnership so valuable — you all make things easier, and we see you not just as partners but as friends who help keep our communities strong. We’re grateful for that support and excited about the projects still to come.” To Marty, the most important thing he wants his members to know is that every decision is made with their needs in mind. “Mayfield Electric and Water System strives to be an efficient and innovative utility while managing both reliability and rates. That’s really what it comes down to — being reliable and keeping costs low for our customers. We’ve already seen how innovation can transform our operations. For example, our customer service representatives have been amazed at how much new technology has improved our outage management system. It’s made responding to customers easier, faster, and far more efficient, especially during storms. There’s so much potential we haven’t even discovered yet in the Valley.” With 34 years of industry experience, Marty knows that change is inevitable. He offered this advice to general managers who might be wondering where to start when it comes to bringing innovation to their LPC. “The best advice I can give anyone is this: you can’t effectively manage what you don’t know. That’s why technology is so important — it puts knowledge of your system right at your fingertips. My advice is, don’t be afraid of change. I’ve been with Mayfield Electric and Water System for 34 years, serving as manager since 2001. Over that time, I’ve seen the industry cycle and evolve about every five years. The one constant is that change always comes, and if you’re afraid of it, you’ll get left behind. So, for future managers and anyone in this industry, my advice is to dive in, get your feet wet, and embrace the changes that move us forward.”
Leading Forked Deer Electric Cooperative as General Manager & CEO, Jeff Newman has firsthand knowledge of how vital technology is to the Valley and what a difference it has made in his community. “In our footprint, two of the most critical technology developments were broadband expansion and system automation. Bringing our system up-to-date has been a top priority, and that started with implementing SCADA across the network—a process that’s still ongoing. SCADA has already made a significant difference by improving our ability to detect and respond to outages quickly, which greatly reduces downtime for our members. On the broadband side, we now serve over 6,800 folks, which represents a substantial portion of our total meters. In a rural area like ours, access to high-speed internet isn’t just a convenience, it’s a necessity. It’s been a game changer, and the revenue from broadband has helped stabilize our electric rates by offsetting the need for larger increases. So, these technology developments haven’t just modernized our infrastructure—they’ve directly improved quality of life and economic resilience for the people we serve.” As the Valley continues to evolve and technology changes, Jeff views Seven States as a trusted partner that can help LPCs find the best fit for their community. “The biggest thing for us, as a rural utility, was having someone to help us get connected with the right people—whether that’s suppliers, vendors, or experts. We really leaned on Seven States for that support because, honestly, we didn’t even know where to begin. Every utility is different, and there’s no one-size-fits-all solution. You have to do what makes sense for your system and your community. A cookie-cutter approach just doesn’t work in this industry, and Seven States knows how to tailor a project or service to fit your exact needs.” Jeff’s advice to GMs who want to bring innovation to their communities is to stay open to progress by listening, learning, and ensuring new ideas truly serve the needs of the ratepayers. “I don’t take credit for the changes we’ve made, but progress happens when you don’t stand in its way. It’s important to evaluate new ideas carefully, make sure they align with your system’s needs, and support what makes sense. The key is to always consider what’s best for your LPC or co-op—and not become an obstacle to improvement.” ###
Serving McMinnville Electric System (MES) as General Manager, Brittany Davis leads her team with an eye on the grid of the future, and her expertise has given her an opportunity to set her community’s infrastructure up for long-term, sustainable success. “We are prioritizing critical infrastructure enhancements, including the reconstruction of two existing substations and the addition of a third to support increasing load demands. The new substation is designed not only to absorb future growth but also to provide contingency support, enhancing system reliability during both planned and unplanned maintenance events. Systemwide voltage regulation upgrades are also essential to improve operational efficiency and grid stability. Additionally, the completion of our distribution automation project—featuring the deployment of S&C IntelliRupters—will significantly bolster system reliability and support our transition toward a more modern, resilient grid.” With all the changes taking place in her LPC footprint, Brittany wants her community to know that their comfort and security are at the forefront of every decision she makes. “When I came on board at MES, it was clear our infrastructure needed attention. I helped develop a strategic plan to address those needs, and we’ve just received board approval to move forward. The plan focuses on modernizing our substations, upgrading relaying technology, and improving system reliability. While we’re still early in the implementation phase, I’m proud to drive efforts that will bring meaningful, long-term benefits to our community through innovation and smarter infrastructure.” Brittany credits Seven States as being a valuable partner for MES as the needs of her community have continued to evolve. “Seven States has been an invaluable partner in fostering innovation within our community. Their active involvement in the car charging project at Ascension St. Thomas – River Park Hospital was instrumental in expanding EV accessibility within Warren County. Additionally, their support in helping us with the install of the latest car charger project in collaboration with Tennessee Tech University has brought advanced technology to our region, further enhancing sustainability efforts and modernizing existing infrastructure.” As technology continues to advance across the Valley, Brittany’s advice to future managers who want to lead well is to lean into new and innovative opportunities with optimism and determination. “Embrace change. Technology and innovation evolve rapidly, and while past methods may have worked, that doesn't mean they remain the best solution. Assess your community’s needs, make informed financial decisions, and take decisive steps toward progress. Most importantly, never let a rejection deter you—persistence often leads to new opportunities. If the answer is no today, ask again tomorrow.” ###
It’s no secret that innovation drives progress, and Scott Owens is committed to thoughtful initiatives that move his community forward. As General Manager of Benton County Electric System (BCES), Scott leads with an eye on sustainable technology and long-term reliability for the community he serves. “BCES takes a progressive approach to cost management while prioritizing long-term system stability and reliability. As we work to keep power costs low, fair, and equitable, we actively seek to implement technologies that make financial sense for our ratepayers. At the same time, we recognize and assign value to intangible benefits, such as reliability and resiliency. Innovation begins with an idea—one that is pursued with thoughtful diligence and supported by experience, collaboration, and strategic funding to ensure maximum value for those we serve.” In a time of rapid digital transformation, Scott explains how BCES is leveraging technology in a variety of ways to enhance their customers’ experience. “BCES is evolving our customer experience to meet changing expectations. Today, many of our customers prefer to sign up, pay bills, and manage their accounts online or through their phones rather than visiting the office. They expect a seamless, self-service experience with real-time access to information. This shift presents challenges for smaller utilities, particularly during outages, when customers want timely updates to foster understanding and patience. To meet these demands, we have implemented HometownGrid and are working closely with CSA to transition to their new payment and user portal platforms. Operationally, BCES has entered a maintenance phase after completing a 12-year construction cycle. This period is giving us the opportunity to reevaluate and develop our next strategic 10-year capital plan. Our customers expect fast restoration and minimal disruption. The question we are now focused on is: How can we continue to deliver on those expectations through the smart application of technology and systems improvements?” When asked about advice he’d give to new managers who want to bring innovation to their own LPCs, Scott underscores the importance of taking an intentional, community-driven approach to change. “Start by listening. Innovation should be guided by the real needs of your community, your employees, and your system—not just by what's new or trendy. Build trust internally first by engaging your team and making them part of the process. Then focus on partnerships—with your board, vendors, peer utilities, and key stakeholders. Don’t try to innovate in a vacuum. Next, do your homework. Innovation is not just about ideas; it’s about disciplined planning, strong execution, and understanding the financial and operational impacts. Evaluate the long-term value, not just the upfront cost. Sometimes the intangible benefits—like improved customer satisfaction, reliability, or system resiliency—are just as important as the return on investment. Finally, be patient but persistent. Change takes time, especially in a utility environment where change touches 85 years of generational programming. Celebrate small wins with your community and keep your focus on serving your customers better every day.” ###
Gene Kanikovsky knows that innovative partnerships and groundbreaking technology are essential to preparing the grid for the future. Serving as General Manager & CEO of Joe Wheeler Electric Membership Corporation, Gene has a proven track record of implementing innovative, sustainable technology that benefits his community. “Joe Wheeler EMC has recently implemented a drone inspection program, including the deployment of our first thermal drone. We are also developing a digital surface model (DSM) to enhance our GIS capabilities by analyzing the proximity of vegetation to power poles and lines using the latest LiDAR data. Additionally, we’ve undertaken a systematic conversion of outdated lighting systems to high-efficiency LED. One of our proudest achievements is the commissioning of our new 1MW solar farm, which marks a significant step forward in our sustainability and technology portfolio. Every innovation we pursue is rooted in a commitment to either improve service quality or reduce costs for our members. Our core mission is to ensure reliable service at the lowest possible rates, and innovation is one of the most effective tools we have to achieve that goal.” Gene also recognizes and values the critical role that Seven States plays in building trust and accelerating innovation across the Valley. “Seven States is a uniquely valuable partner, bringing together technology solutions and key stakeholders in an environment that highlights real-world benefits to LPCs. This collaborative setting fosters dialogue that reduces the risk of project adoption by allowing LPCs to observe successful integrations of new technologies. The trust that LPCs place in Seven States significantly accelerates the development and deployment of innovative projects by lowering barriers to entry and providing trusted guidance.” When asked about what advice he’d give to new utility managers who want to bring innovative solutions to their communities, Gene shared that effective innovation starts with the right understanding and guidance. “First, start with a clear assessment by understanding the current technologies in use within your community—what exists, how it’s being utilized, and how effective it is. Next, prioritize impact by focusing on innovations that deliver the greatest financial and social benefits to your members. Lastly, choose partners carefully—the market is saturated with vendors seeking attention and investment. Select partners who are committed to long-term support and who will stand behind their products.” ###
Cody Durham knows the world of technology has evolved over the years. As the General Manager and CEO of Tishomingo County Electric Power Association, he’s been able to channel that...
With over 20 years of experience in the industry, Brad Coppock has witnessed firsthand the evolution of technology and its impact on the Valley. As General Manager of Powell Valley...
In a time where innovation drives progress and defines success, Clayton Dowell is committed to forward-thinking initiatives that move his community forward. Leading Bristol Tennessee Essential Services (BTES) as CEO,...
As General Manager of Amory Water & Light, Mike King understands that technology isn’t just about progress—it’s about people. By staying tuned in to the needs of his customers, he’s...
With his extensive experience in the industry, Kendall Bear’s leadership as General Manager of Rockwood Electric Utility has given him the opportunity to ensure his community is prepared for the future. “Although we’ve had many of the following systems implemented for a few years now, looking back, I would say that building a fiber network between our main office and our substations has been beneficial in a variety of ways for Rockwood Electric. This opened the door for additional technology developments such as AMI, SCADA, distribution automation, Dispatchable Voltage Regulation, a 900 Mhz radio system, and a Meter Data Management System. Implementing a GIS system was extremely valuable as well, as we are now able to export that information to other systems such as Outage Management. We have a business and customer portal from CSA that is used extensively by our employees and customers—everyone really benefits from it.” Kendall knows his LPC is responsible for both the present and future of his community’s needs, and he wants his community to know that he is always looking for ways to better their lives. “We are working very hard to provide a reliable power supply to all our customers and using these different technologies helps us manage the power system. We want to be able to provide real-time information to our customers; something they would not normally have access to without these technologies. I would also want our community to know that we are their ‘trusted energy advisor’ and every employee at Rockwood Electric is committed to helping them make good decisions about the power they use.” With so much technological advancement in the Valley, Kendall encourages fellow leaders to make a strategic plan and collaborate with their peers. “The possibilities for innovation are almost endless, and there are a variety of products that are offered by many vendors. It is more than a little overwhelming! I would encourage a new GM to develop a strategic plan if the utility doesn’t already have one that is up-to-date. This may involve getting input from the many stakeholders in the community. After prioritizing your goals, get to work. Finally, I would tell a new GM to talk to his or her peers and colleagues a LOT. They will tell you what they have done that has been a colossal flop so you’ll know to avoid it, or they will tell you what they have been successful with. I guarantee every manager will share their story if you ask.”
Marty Ivy knows that when it comes to the energy industry, innovative partnerships and technology help prepare everyone for the unexpected. Leading Mayfield Electric and Water System as General Superintendent, Marty has overcome his community’s fair share of devastating weather events. His experienced leadership has allowed him to place an emphasis on technological diversity and preparedness. We asked him to share his experience with various projects with Seven States: “Most recently, Seven States helped us develop an RFP and select a 1.3-megawatt solar installation that we’re preparing to deploy. Projects like this take time, but once it’s in place, it will serve as our generation to help offset TVA’s requirement. Seven States has also been a major supporter for us in mutual aid during disasters. We’ve had three FEMA events — the remnants of Hurricane Ike in 2008, the ice storm in 2009, and the tornadoes in 2021. So, between disaster recovery and now helping us with solar, Seven States has really been there for us. That’s what makes partnership so valuable — you all make things easier, and we see you not just as partners but as friends who help keep our communities strong. We’re grateful for that support and excited about the projects still to come.” To Marty, the most important thing he wants his members to know is that every decision is made with their needs in mind. “Mayfield Electric and Water System strives to be an efficient and innovative utility while managing both reliability and rates. That’s really what it comes down to — being reliable and keeping costs low for our customers. We’ve already seen how innovation can transform our operations. For example, our customer service representatives have been amazed at how much new technology has improved our outage management system. It’s made responding to customers easier, faster, and far more efficient, especially during storms. There’s so much potential we haven’t even discovered yet in the Valley.” With 34 years of industry experience, Marty knows that change is inevitable. He offered this advice to general managers who might be wondering where to start when it comes to bringing innovation to their LPC. “The best advice I can give anyone is this: you can’t effectively manage what you don’t know. That’s why technology is so important — it puts knowledge of your system right at your fingertips. My advice is, don’t be afraid of change. I’ve been with Mayfield Electric and Water System for 34 years, serving as manager since 2001. Over that time, I’ve seen the industry cycle and evolve about every five years. The one constant is that change always comes, and if you’re afraid of it, you’ll get left behind. So, for future managers and anyone in this industry, my advice is to dive in, get your feet wet, and embrace the changes that move us forward.”
Leading Forked Deer Electric Cooperative as General Manager & CEO, Jeff Newman has firsthand knowledge of how vital technology is to the Valley and what a difference it has made in his community. “In our footprint, two of the most critical technology developments were broadband expansion and system automation. Bringing our system up-to-date has been a top priority, and that started with implementing SCADA across the network—a process that’s still ongoing. SCADA has already made a significant difference by improving our ability to detect and respond to outages quickly, which greatly reduces downtime for our members. On the broadband side, we now serve over 6,800 folks, which represents a substantial portion of our total meters. In a rural area like ours, access to high-speed internet isn’t just a convenience, it’s a necessity. It’s been a game changer, and the revenue from broadband has helped stabilize our electric rates by offsetting the need for larger increases. So, these technology developments haven’t just modernized our infrastructure—they’ve directly improved quality of life and economic resilience for the people we serve.” As the Valley continues to evolve and technology changes, Jeff views Seven States as a trusted partner that can help LPCs find the best fit for their community. “The biggest thing for us, as a rural utility, was having someone to help us get connected with the right people—whether that’s suppliers, vendors, or experts. We really leaned on Seven States for that support because, honestly, we didn’t even know where to begin. Every utility is different, and there’s no one-size-fits-all solution. You have to do what makes sense for your system and your community. A cookie-cutter approach just doesn’t work in this industry, and Seven States knows how to tailor a project or service to fit your exact needs.” Jeff’s advice to GMs who want to bring innovation to their communities is to stay open to progress by listening, learning, and ensuring new ideas truly serve the needs of the ratepayers. “I don’t take credit for the changes we’ve made, but progress happens when you don’t stand in its way. It’s important to evaluate new ideas carefully, make sure they align with your system’s needs, and support what makes sense. The key is to always consider what’s best for your LPC or co-op—and not become an obstacle to improvement.” ###
Serving McMinnville Electric System (MES) as General Manager, Brittany Davis leads her team with an eye on the grid of the future, and her expertise has given her an opportunity to set her community’s infrastructure up for long-term, sustainable success. “We are prioritizing critical infrastructure enhancements, including the reconstruction of two existing substations and the addition of a third to support increasing load demands. The new substation is designed not only to absorb future growth but also to provide contingency support, enhancing system reliability during both planned and unplanned maintenance events. Systemwide voltage regulation upgrades are also essential to improve operational efficiency and grid stability. Additionally, the completion of our distribution automation project—featuring the deployment of S&C IntelliRupters—will significantly bolster system reliability and support our transition toward a more modern, resilient grid.” With all the changes taking place in her LPC footprint, Brittany wants her community to know that their comfort and security are at the forefront of every decision she makes. “When I came on board at MES, it was clear our infrastructure needed attention. I helped develop a strategic plan to address those needs, and we’ve just received board approval to move forward. The plan focuses on modernizing our substations, upgrading relaying technology, and improving system reliability. While we’re still early in the implementation phase, I’m proud to drive efforts that will bring meaningful, long-term benefits to our community through innovation and smarter infrastructure.” Brittany credits Seven States as being a valuable partner for MES as the needs of her community have continued to evolve. “Seven States has been an invaluable partner in fostering innovation within our community. Their active involvement in the car charging project at Ascension St. Thomas – River Park Hospital was instrumental in expanding EV accessibility within Warren County. Additionally, their support in helping us with the install of the latest car charger project in collaboration with Tennessee Tech University has brought advanced technology to our region, further enhancing sustainability efforts and modernizing existing infrastructure.” As technology continues to advance across the Valley, Brittany’s advice to future managers who want to lead well is to lean into new and innovative opportunities with optimism and determination. “Embrace change. Technology and innovation evolve rapidly, and while past methods may have worked, that doesn't mean they remain the best solution. Assess your community’s needs, make informed financial decisions, and take decisive steps toward progress. Most importantly, never let a rejection deter you—persistence often leads to new opportunities. If the answer is no today, ask again tomorrow.” ###
It’s no secret that innovation drives progress, and Scott Owens is committed to thoughtful initiatives that move his community forward. As General Manager of Benton County Electric System (BCES), Scott leads with an eye on sustainable technology and long-term reliability for the community he serves. “BCES takes a progressive approach to cost management while prioritizing long-term system stability and reliability. As we work to keep power costs low, fair, and equitable, we actively seek to implement technologies that make financial sense for our ratepayers. At the same time, we recognize and assign value to intangible benefits, such as reliability and resiliency. Innovation begins with an idea—one that is pursued with thoughtful diligence and supported by experience, collaboration, and strategic funding to ensure maximum value for those we serve.” In a time of rapid digital transformation, Scott explains how BCES is leveraging technology in a variety of ways to enhance their customers’ experience. “BCES is evolving our customer experience to meet changing expectations. Today, many of our customers prefer to sign up, pay bills, and manage their accounts online or through their phones rather than visiting the office. They expect a seamless, self-service experience with real-time access to information. This shift presents challenges for smaller utilities, particularly during outages, when customers want timely updates to foster understanding and patience. To meet these demands, we have implemented HometownGrid and are working closely with CSA to transition to their new payment and user portal platforms. Operationally, BCES has entered a maintenance phase after completing a 12-year construction cycle. This period is giving us the opportunity to reevaluate and develop our next strategic 10-year capital plan. Our customers expect fast restoration and minimal disruption. The question we are now focused on is: How can we continue to deliver on those expectations through the smart application of technology and systems improvements?” When asked about advice he’d give to new managers who want to bring innovation to their own LPCs, Scott underscores the importance of taking an intentional, community-driven approach to change. “Start by listening. Innovation should be guided by the real needs of your community, your employees, and your system—not just by what's new or trendy. Build trust internally first by engaging your team and making them part of the process. Then focus on partnerships—with your board, vendors, peer utilities, and key stakeholders. Don’t try to innovate in a vacuum. Next, do your homework. Innovation is not just about ideas; it’s about disciplined planning, strong execution, and understanding the financial and operational impacts. Evaluate the long-term value, not just the upfront cost. Sometimes the intangible benefits—like improved customer satisfaction, reliability, or system resiliency—are just as important as the return on investment. Finally, be patient but persistent. Change takes time, especially in a utility environment where change touches 85 years of generational programming. Celebrate small wins with your community and keep your focus on serving your customers better every day.” ###
Gene Kanikovsky knows that innovative partnerships and groundbreaking technology are essential to preparing the grid for the future. Serving as General Manager & CEO of Joe Wheeler Electric Membership Corporation, Gene has a proven track record of implementing innovative, sustainable technology that benefits his community. “Joe Wheeler EMC has recently implemented a drone inspection program, including the deployment of our first thermal drone. We are also developing a digital surface model (DSM) to enhance our GIS capabilities by analyzing the proximity of vegetation to power poles and lines using the latest LiDAR data. Additionally, we’ve undertaken a systematic conversion of outdated lighting systems to high-efficiency LED. One of our proudest achievements is the commissioning of our new 1MW solar farm, which marks a significant step forward in our sustainability and technology portfolio. Every innovation we pursue is rooted in a commitment to either improve service quality or reduce costs for our members. Our core mission is to ensure reliable service at the lowest possible rates, and innovation is one of the most effective tools we have to achieve that goal.” Gene also recognizes and values the critical role that Seven States plays in building trust and accelerating innovation across the Valley. “Seven States is a uniquely valuable partner, bringing together technology solutions and key stakeholders in an environment that highlights real-world benefits to LPCs. This collaborative setting fosters dialogue that reduces the risk of project adoption by allowing LPCs to observe successful integrations of new technologies. The trust that LPCs place in Seven States significantly accelerates the development and deployment of innovative projects by lowering barriers to entry and providing trusted guidance.” When asked about what advice he’d give to new utility managers who want to bring innovative solutions to their communities, Gene shared that effective innovation starts with the right understanding and guidance. “First, start with a clear assessment by understanding the current technologies in use within your community—what exists, how it’s being utilized, and how effective it is. Next, prioritize impact by focusing on innovations that deliver the greatest financial and social benefits to your members. Lastly, choose partners carefully—the market is saturated with vendors seeking attention and investment. Select partners who are committed to long-term support and who will stand behind their products.” ###
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As General Manager of Amory Water & Light, Mike King understands that technology isn’t just about progress—it’s about people. By staying tuned in to the needs of his customers, he’s...
