Member Spotlight

Bolivar Energy Authority’s President and CEO, Tony Kirk, understands the importance of looking ahead and investing in technology that strengthens communities and supports the Tennessee Valley’s continued growth. We asked him to share how his team is approaching modernization and building a stronger foundation for the future. Installing fiber throughout our entire system will allow us to partner with an Internet Service Provider (ISP) to deliver high-speed internet access to everyone we serve. Additionally, it will provide the infrastructure needed to connect all of our SCADA devices and substations to a reliable, high-speed fiber network. Fiber infrastructure will expand access to high-speed internet throughout our service area, providing our community with greater connectivity and improved access to reliable broadband services. There is inherent value in industry resources that enable local power companies to plan for the future and serve their communities, and Kirk sees Seven States as a trusted partner for BEA’s needs. Seven States has provided valuable guidance in helping BEA evaluate potential projects and determine which opportunities align with our needs and long-term goals, such as electric vehicle charging infrastructure. Despite the Valley’s numerous technological advancements, Kirk believes there is an aspect of the utility world that will always depend on extensive knowledge and experience. The lineman’s role will always require a hands-on approach, relying on traditional skills and fieldwork that technology can’t replace. To wrap up our conversation, we couldn’t resist one just-for-fun question for Kirk: If he could sit down to dinner with anyone, past or present, who would it be? I enjoy traveling and exploring our national parks. If I had to choose a favorite, I would probably say Theodore Roosevelt.

Dale Vowell, General Manager of Russellville Electric Plant Board, knows how vital it is to lead a culture of innovation and provide forward-thinking investments to help meet the changing needs of his community. His team has embraced technology and community partnerships to improve service and create new opportunities for their customers. We asked him to share how these efforts have made a difference and highlight some of the team’s accomplishments along the way. The COVID-19 pandemic highlighted the critical need for reliable, high-speed broadband, particularly in the rural areas of our county where access was limited or unavailable. By investing in our SmartNet fiber network and partnering with our county leaders and neighboring utilities, our Russellville EPB team helped extend broadband access to underserved areas throughout our county which expanded opportunities for students, families, businesses, and remote workers. While the primary focus was providing essential connectivity to more of our community, I personally felt the most impactful outcome was seeing organizations come together around that shared need. I was very proud of how our team and our local partners were so willing to provide the resources and manpower that bridged a digital divide. That was a great example of what can be accomplished with a common goal in mind. Another project we’re especially proud of is the early investment in our SmartNet fiber network. In 2006, Russellville EPB began offering wireless internet, and by 2011, we had expanded into high-speed fiber broadband and telephone services—positioning our community ahead of the curve in connectivity. Because we are community-owned, our utility recognized then the importance of investing in technology that would serve our customers not just today, but also in the future. That kind of forward-thinking investment continues to benefit our community and reflects our commitment to progress and the customers we serve. Vowell knows that innovation thrives on shared knowledge and fresh perspectives, and he sees Seven States as a valuable resource that helps local power companies stay informed, explore new opportunities, and bring valuable ideas back to their communities. Russellville EPB recognizes and utilizes – as often as possible – the informational resources Seven States makes available for LPCs. We always try our best to stay informed about advancements across the TVA region and evaluate any opportunities that might benefit our utility and the community we serve. Innovation starts with staying curious and by embracing the experiences of others. As technology continues to transform the utility industry, there are some aspects that simply cannot be replaced. Vowell shared that the knowledge and hands-on expertise of an LPC’s frontlines are paramount to keeping communities powered. Lineman ingenuity is something that will never be replaced. Having worked in this industry for many years, including a large part of that time as a lineman myself, I’ve seen firsthand how experience and thinking outside the box can make all the difference. It’s been amazing to watch linemen come up with creative solutions and even build their own tools or “gadgets” to get difficult jobs done safely and efficiently. As we’ve all experienced in these past few years, technology is not going to stop evolving, but the kind of hands-on problem-solving, creativity, and craftsmanship that I’ve witnessed linemen demonstrate over the years just can’t be replicated. Stepping away from the day-to-day of the utility industry, we couldn’t resist asking Vowell one more personal question: Who would be his dream dinner guest? I’d have to pick John Wayne – “The Duke”!

At Arab Electric Cooperative, General Manager Stacey White’s approach to serving members centers on investing in the future while addressing today’s needs. We asked her to elaborate on her LPC’s prioritized infrastructure improvements and technological advancements that are making a difference for her community. Modernizing our electrical infrastructure and giving our members better access to information has made the biggest difference. At Arab Electric, we've invested millions of dollars in upgrading substations, increasing capacity, and improving reliability. At the same time, technology has changed the way we communicate with our members. They can now monitor their daily electric usage, pay their bills through our app, report outages by text, and follow restoration progress through our outage map. For me, modernization isn't just about having the latest technology. It's about making life easier for our members, keeping the lights on, and making sure our system is ready for future growth. When I became General Manager, we had some aging infrastructure that needed significant attention. We made the decision to invest in the future of our system, even though those investments came with a substantial price tag. Our Brashears Chapel project more than doubled capacity, and we've continued that progress with Sundown, Brindlee Mountain, and our other system improvements. What makes me most proud isn't just the technology or the equipment. It's our employees. Our team has worked incredibly hard to make these improvements while continuing to provide reliable service every day. We aren't just building a stronger electric system for today. We're building one that will serve our community for the next generation. White also shared about the value of Seven States as a trusted partner to help LPCs explore new opportunities and ideas, no matter the size or scope of the project or technology. One of the things I appreciate about Seven States is their willingness to help local power companies look ahead and explore opportunities that we may not have the resources or expertise to pursue on our own. As a smaller utility, we have to be very intentional about where we invest our time and money. Having partners who understand our industry, help us evaluate new technologies, and bring innovative ideas to the table is extremely valuable. Innovation doesn't always mean being the first to try something. Sometimes it's about having the right partners to help you make the right decisions for your members. Even as utilities embrace new technologies and digital tools, White knows that people are still and will always be the heartbeat of the Valley.  Good old-fashioned customer service and the personal relationships we build with our members will always be the most important part of what we do. Technology can help us identify outages faster, improve communication, and make our operations more efficient. But at the end of the day, when someone's power is out or they have a concern, they still want to know there's a real person who cares and is willing to help. And no matter how advanced our technology becomes, we're still going to need dedicated linemen willing to go out in the middle of the night, in the rain, cold, and storms, to restore power. Technology may change how we do our jobs, but it will never replace the people or the heart behind what we do. In an industry built on serving communities and staying connected to the people behind the meters, White appreciates those who use their influence to make a difference. So, when we asked who she’d most like to share a dinner with, one iconic name came to mind. I think I would have chosen Dolly Parton. She was a successful businesswoman who stayed true to her roots and never forgot where she came from. I always admired how she used her success to help others. And honestly, I think she would have been a whole lot of fun to have dinner with!

Serving as Duck River Electric Membership Corporation’s President and CEO, James Wright has focused on innovative efforts that improve reliability, efficiency, and customer service. We asked him to elaborate on the technology and modernization efforts that have helped change his members’ lives, in addition to describing some of his team’s wins for their community. One of the biggest modernization needs has been giving people better access to information. Members expect timely updates and greater visibility into their electric service, whether that's understanding energy use, reporting an outage or staying informed during restoration efforts. Meeting those expectations has required investments in technologies that provide real-time visibility and communication, helping utilities operate more efficiently while delivering a better member experience. Here at DREMC, we're especially proud of the continued modernization of our electric system through advanced metering and outage management technologies. These tools help us identify outages more quickly, improve communication with members and give our team better visibility into the system. Innovation is most meaningful when it improves everyday service, and this investment has helped us deliver a more reliable and responsive experience for the people we serve. Wright also credits Seven States with serving as a valuable partner and creating opportunities for collaboration among LPCs as the Valley’s needs continue to evolve. Innovation can be challenging to tackle in isolation, and Seven States has been a valuable partner in helping utilities share ideas and learn from one another. Through events, peer networks and collaborative discussions, they've helped us explore new ideas, learn from the experiences of other local power companies and evaluate solutions that can improve service for our members. Innovation doesn't always start with a new technology. Often, it starts with a conversation, and Seven States does an excellent job of bringing people together to share knowledge, explore emerging trends and learn from one another's successes.  Despite the rapidly changing technology in the Valley, the utility business remains rooted in personal relationships and customer service. Wright knows that people will always be the most valuable part of the model. No matter how much technology changes, there will never be a substitute for people serving people. We can automate processes, improve system visibility and communicate faster than ever before, but at the end of the day our members still want to know there's a knowledgeable person ready to help when they have a question or concern. That personal connection has always been important to the cooperative model, and I believe it always will be. Stepping outside the utility world for a more lighthearted question, Wright was quick to name the person he’d most like to have dinner with. Elon Musk is one of the first names that comes to mind, as there are few people that have had more of an impact on our industry. Whether it be electric vehicles, solar panels, batteries, demand response, data centers, or even space-based solar power, there is no doubt that we would have plenty to talk about at dinner!

Jason Reese, General Manager of Shelbyville Power, Water, and Sewer System, leads his LPC with a focus on the evolving technology that strengthens reliability, improves efficiency, and enhances service for his customers. He took a moment to highlight some of the innovation that is truly making a difference across his community. AMI technology has had the greatest impact on Shelbyville Power, Water, and Sewer Systems and our community. Our system converted to AMI meters nearly 14 years ago, and this technology has enabled us to streamline many manual utility processes and improve operational efficiency in our electric and water systems. AMI electric meters with remote disconnect capabilities have enabled us to remotely disconnect and reconnect customers on the collections list, reducing truck rolls, improving operational efficiency, and enhancing employee safety. AMI water meters allow us to identify water leaks much sooner than was previously possible, benefiting both our customers and our efforts to reduce water loss. Our team is also very proud of our recent pilot distribution automation project installed on three circuits, each served by a different substation, which provide power to Shelbyville's two main corridors. Implementing distribution automation on these circuits helps minimize the number of customers affected during outages or the loss of a power source, improving service reliability for the community. Building on its success, our long-term goal is to expand distribution automation across all eighteen circuits and all three substations to further enhance system reliability, resiliency, and service to our customers. As the Valley continues to evolve and change, Jason knows firsthand that Seven States is a trusted industry resource and a valuable partner in helping LPCs navigate the process of implementing new technology projects. In June 2026, we completed our first EV charger project as part of the TN Fast Charge Network, and I cannot say enough good things about how Seven States and Joe Knox helped guide us through that process. These chargers have already been a hit with our community and have also brought in travelers from out of town to our downtown square. Everything from start to finish went as smoothly as it possibly could, and that is due to Seven States.  While technology continues to transform the utility industry every day, Jason believes some aspects of the system will always depend on the knowledgeable workers who keep everything running behind the scenes. Hands-on infrastructure maintenance is one traditional utility practice that I believe will never completely disappear, regardless of how much technology advances. No matter how sophisticated our systems become, maintaining physical infrastructure will always require skilled workers to perform inspections, repairs, and upgrades in the field. Just as the utility industry is built on connections that span across communities, music has a way of bringing people together, even across generations. When asked which celebrity he would most like to meet for dinner, his choice was a musician who has stood the test of time. It would have to be Elvis Presley. As someone who has a love for all genres of music, to be able to sit down and talk with him about his career and experiences from gospel to rock-n-roll would be an absolute thrill!

As utilities continue evolving to meet changing member expectations, David Smart, President and CEO of West Kentucky Rural Electric Cooperative Corporation (WKRECC), has focused on blending convenience with programs that directly improve quality of life. Smart points to both digital modernization and energy efficiency initiatives as areas where WKRECC has made meaningful strides for its members. One modernization effort that’s impacted our community has been the implementation of a mobile app and other digitized forms that make it easier for members to do business with their cooperative, including drive-thru registration and tablet voting at our annual meeting. Another would be Home Uplift initiatives, home energy audits, cold climate heat pump conversions and other programs we have implemented to improve the standard of living, comfort, and efficiency in our members’ homes.  Innovation at WKRECC has also extended into advanced energy management and distributed energy resources. Smart elaborated on one of the cooperative’s proudest accomplishments involving internally managing demand and system performance. Our team is especially proud of our PowerShift Program, which utilizes our members’ whole home generators and batteries for demand response. The precision and application technology used has allowed us to offset our peak demand successfully. We have built our own DER gateway allowing us to meter, control, and interrogate home generators and inverters, and our own DERMS platform that incorporates an operational load forecast. Even as utilities embrace new technologies and digital tools, Smart believes some longstanding member habits will remain an important part of cooperative culture. Despite all of the technological advances in the utility world, I think many cooperative members will continue to pay their bill in person at one of our offices. Personal interaction and in-office service continue to matter for our members. In an industry focused on infrastructure and technology, Smart recognizes the value of strong communicators and trusted voices who help bring people and communities together. When asked a lighter question about who he’d like to have dinner with, he pointed to a well-known Kentucky figure who brings folks together. If I could have dinner with anyone, I would love to have dinner with the legendary voice of the Wildcats, Cawood Ledford. I think the stories he could tell would be enlightening and fascinating.

Leading Hartselle Utilities as General Manager, Ty Chancelor has focused on innovative efforts that improve reliability, efficiency, and customer service. We asked him to elaborate on the specific technology and modernization that has changed his LPC footprint, in addition to describing some of his team’s wins for their community. The modernization effort that has likely had the biggest impact on our community in recent years has been Hartselle Utilities’ transition to Advanced Metering Infrastructure (AMI). We began with the conversion of our electric and natural gas systems and ultimately plan to expand AMI capabilities to our water system as well. It’s significantly improved the reliability and efficiency of our operations while also enhancing customer service. For a growing community like Hartselle, investing in modernization projects like AMI helps position us to serve our customers more efficiently while preparing for future technology needs. One specific project our team is especially proud of is our peak shaving initiative. The installation and implementation of the project was spearheaded by our previous General Manager, Bob Sittason, with engineering support from Lance Junkin and Stewart Engineering. Bob strongly believed in making strategic investments that would create long-term value for our customers, and this project is a great example of that vision. Peak shaving has allowed Hartselle Utilities to reduce wholesale power demand costs during periods of highest usage, creating substantial savings for our system and ultimately for our customers. The project also positioned Hartselle Utilities to be more proactive and data-driven in managing system demand and power costs. In March 2022, the Board also approved a voltage reduction proposal as part of our continued efforts to improve system efficiency and maximize savings opportunities. Beyond the financial impact, this project represents the forward-thinking leadership and long-term planning that continues to shape our organization today. Ty also credits Seven States as being a valuable partner for Hartselle Utilities as the needs of his community have continued to evolve. Seven States has been a tremendous partner in helping Hartselle Utilities explore and implement innovative projects that benefit our community. One of the best examples is the installation of our downtown EV fast charging station. With financial support and guidance from Seven States, Hartselle Utilities was able to bring fast-charging infrastructure to our downtown area, helping support economic development, tourism, and the growing demand for electric vehicle accessibility. The project aligned well with our goal of preparing our community for the future while also encouraging visitors to spend time in our downtown district. Since the ribbon cutting in July 2024, the charging station has seen strong community and traveler usage. Projects like this demonstrate how partnerships with organizations like Seven States help local power companies take practical steps toward innovation while still focusing on community needs. Despite the rapidly changing technology in the Valley, the utility business remains rooted in personal relationships and customer service. Chancelor believes that will always remain important in communities like Hartselle. No matter how much technology evolves, I don’t think in-person customer interaction will ever completely disappear in the utility industry. Utilities are still very relationship-driven, especially in communities like Hartselle where customers know our employees personally and expect a level of service that goes beyond an app or automated system. Technology absolutely improves efficiency and communication, but there are still times when customers simply want to talk to a real person face-to-face — whether it’s discussing a billing issue, setting up new service, or navigating a difficult situation after a storm or outage. At the end of the day, utility service is still about serving people, and I think that personal connection will always matter. When asked a lighter question outside the utility world about who he’d most like to sit down with over dinner, his answer came without hesitation. Without question, it would be Dak Prescott. Now realistically, Dak would probably spend dinner wondering why a utility manager from Alabama is staring at him like he’s meeting a superhero, while I’d spend the entire evening trying not to ask too many Cowboys questions in the first five minutes. I’d like to say we’d have deep conversations about leadership, overcoming adversity, and performing under pressure — and hopefully we would — but there’s a strong chance I’d also ask him to explain at least three questionable fourth-quarter decisions from recent seasons. As a Cowboys fan, hope springs eternal. Every season starts with “this could be the year,” and honestly, that kind of optimism probably translates pretty well to the utility business too.

Chickasaw Electric Cooperative General Manager Loyd Muncy has prioritized technology and modernization efforts that strengthen reliability, improve efficiency, and enhance service for his cooperative members. We asked him to share more about the innovations making an impact across Chickasaw Electric Cooperative’s service territory, along with a few projects he is especially proud to see implemented in the community. The Advanced Metering Infrastructure (AMI) has already provided valuable insight into the electric system and will continue to enhance operations as more data is collected and analyzed. AMI has also enabled our team to respond more quickly and accurately to member questions regarding energy usage and outage information. In addition, remote meter reading and remote connect/disconnect capabilities have streamlined operations and reduced field workload. We’re really proud of the way the integrations between our systems have significantly streamlined daily operations and improved service to our members. By integrating our Outage Management System (OMS) with AMI, we receive real-time outage information and can proactively notify members via text message to let them know we are aware of the outage and are responding. Integration with our Geographic Information System (GIS) also allows us to pinpoint fault locations and accurately map where outages or momentary “blinks” occur. In addition, all field crews are equipped with iPads, giving them mobile access to OMS, AMI, and GIS directly from their trucks. This immediate access to system data improves communication, speeds restoration efforts, and enhances overall operational efficiency. Loyd views Seven States as a trusted industry resource and a valuable partner in helping LPCs navigate emerging technologies and evolving energy needs across the Valley. As Chickasaw Electric Cooperative continues exploring new opportunities, he sees collaboration and shared expertise playing an important role in future innovation efforts. As we move forward with storage and DER, we expect to tap into Seven States resources and expertise as we evaluate opportunities, learn from industry experience and continue planning for the future needs of our system and members. While technology continues to transform the utility industry, Muncy believes some aspects of the cooperative model will always depend on personal relationships and direct communication with members. Good old-fashioned troubleshooting and knowledge of the electric system will never completely disappear in the world of technological advancement, and while those skills will always matter, technology and AI are quickly advancing to provide much of that information in real time. What technology cannot replace, however, is the value of face-to-face interaction with our members. Building trust and letting our members know we understand and remain committed to the mission of reliability and affordability will continue to be one of the most important parts of what we do.

Since taking the helm as CEO, Michael has been instrumental in delivering innovative processes and technologies that are ensuring a reliable energy future for the more than 25,000 consumers served by Newport Utilities. Throughout his career, Michael has looked for opportunities to solve the most pressing needs within the energy sector. When asked about the most pressing needs for Newport Utilities, Michael stresses the need for reliability, visibility, and scalability. Solving for these needs translated into investments in grid hardening and automation, advanced metering infrastructure, SCADA modernization, and broadband expansion. Equally important was improving data integration across electric, water, wastewater, and broadband operations so they could move from reactive operations to predictive and preventative decision-making. Cybersecurity and resiliency—particularly for extreme weather events—were also critical priorities. While Seven States has not been directly engaged with Newport Utilities’ innovation initiatives, Michael recognizes that entities like Seven States are valuable when they can demonstrate the ability to align innovation with operational reliability, affordability, and long-term community value. When asked about what he would like for his customers to know about Newport Utilities’ role in bringing innovation forward he had this to say, “Innovation at Newport Utilities is not about technology for its own sake—it is about improving service reliability, resilience, and affordability while positioning the community for long-term economic growth. Our role is to be a careful steward of customer dollars while making forward-looking investments that reduce outages, improve response times, enhance transparency, and support businesses, schools, and public safety. When done correctly, most of this innovation is invisible to customers—but they experience it through fewer disruptions and better service.” Michael is excited about what the next five years holds for Newport Utilities. He is looking forward to expanded grid automation, advanced analytics driven by AMI and operational data, and deeper integration between electric, water, and broadband systems. Additionally, he believes battery storage, small-scale local energy production, and demand reduction programs will play an increasingly important role in enhancing reliability, lowering costs, and giving customers more control over their energy use. Ensure these technologies are deployed securely, cost-effectively, and in a way that maximizes community benefit while supporting economic development and long-term resilience is a priority. As for advice Michael would give to a new GM or CEO? Start with the problem, not the technology. Innovation should be tied directly to reliability, resilience, customer experience, or cost control. Build strong fundamentals first—governance, data quality, cybersecurity, and staff capability—before pursuing advanced solutions. Engage employees early, communicate clearly with customers and stakeholders, and be disciplined in measuring outcomes. Sustainable innovation is incremental, intentional, and aligned with the community’s long-term needs, not short-term trends.