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.” ###
