As a play on the word “genesis”, the company’s brand evokes beginnings and new life, but for chief sustainability officer (CSO) Bridgette McAdoo, arriving at Genesys was founded in a series of roles and achievements, delivering broad and deep knowledge and experience.
McAdoo started as an engineer at Nasa before moving into sustainability via pivotal roles at Yum! Brands and the Worldwide Fund for Nature (WWF, formerly the World Wildlife Fund). She joined Genesys in 2020.
With her engineering degree supplemented by a master’s in business administration (MBA) from the Drucker School of Management, she understands challenges and devises solutions from practical, empirical, science-based and business perspectives.
At Genesys, she has worked on integrating sustainability into business key performance indicators (KPIs) with transparency and measurable outcomes, embedding sustainability into innovation and operations. Indeed, McAdoo emphasises an evolution towards formalised strategies and concrete practice since 2008.
“Back then, they had constraints, where people did not feel it was a business imperative. You didn’t understand how to move the needle, versus today we have established what we think ‘good’ looks like, what the need is, and why it’s such a value driver,” she tells Computer Weekly.
“And the unfortunate reality is now you’re facing a different battle of how to work with the inconsistencies across different regions on the importance of this space,” she says. “There’s so much misinformation now around sustainability.”
By the time McAdoo was finishing her MBA in 2010, she had been working as a contractor at Nasa for almost 10 years. That had included “good core engineering work” on the space programme for different companies, including Hamilton engineering and aerospace firms Sundstrand and United Technologies. The latter is now merged with Raytheon.
“Once I was taking my MBA classes, I really got into social responsibility and principles from Peter Drucker,” she says.
A 20th-century academic, Drucker became known for a human-oriented approach to organisational thinking and management science.
“I fell in love with this idea that my work could be my legacy, working to benefit society,” McAdoo confirms.
A taste of the supply chain
After a chance meeting for the National Black MBA Association at a conference, Yum! Brands’ then chief sustainability officer put to McAdoo that her specific background was valuable.
“He wanted me to come in and focus on the supply chain and the ops part of sustainability for them globally. So that’s what I did,” she says.
PepsiCo spin-off Yum! includes fast food giants KFC, Taco Bell and Pizza Hut. McAdoo was tasked with looking at ways to ensure the company examined the sourcing for its products, including how foodstuffs were grown. In addition, she had a focus on external relations on sustainability issues.
“I got into social responsibility and principles from Peter Drucker. I fell in love with this idea that my work could be my legacy, working to benefit society”
Bridgette McAdoo, Genesys
McAdoo “kind of fell in love” with the topic. One partner was the WWF, so she followed that up with the non-profit role at WWF eight years later.
“They were such a strong partner,” she says. “I loved working with WWF on that intersection between the food and water organisations. So all the restaurants, hotels, anything you can think of that has a large supply chain and food and water code, Pepsi had worked with them.”
The mission was partly to help WWF counter the fact that a lot of the time, while conservation organisations want conversations and want to work with businesses, they’re deep into the science – as they should be – it can come across to profit-driven entities as impractical, she explains.
Of course, science done right is not based on flights of fancy. It can be the most practical thing ever.
But McAdoo points out that sometimes science-based organisations, perhaps especially non-profits, can include stakeholders who have never been in a business environment. There’s not a shared language to have productive conversations about how to drive practical changes or integrate them into a business.
That can end up being seen as a utopian perspective with little reference to the day-by-day realities of earning revenues and staying sustainable in the business sense.
“That’s where the disconnect happens,” she says. “So you still have to show that there’s a business case behind it. Most companies want to do the right thing, but they also have to make a profit. You have to show them that you can do both. And that’s the power of the sustainability role.”
Onwards and upwards
Moving to Genesys in late 2020 realised a new opportunity for McAdoo to progress her mission.
You have to show that there’s a business case behind [sustainability]. Most companies want to do the right thing, but they also have to make a profit. You have to show them that you can do both. And that’s the power of the sustainability role Bridgette McAdoo, Genesys
“It’s been an absolutely beautiful ride. Night and day, people ask how you go from space shuttles to tacos and pizzas, to ‘being a panda’ (referencing the WWF logo), and into the AI [artificial intelligence] space and tech, and I always tell them it’s very intentional,” she says.
Regardless of product or sector, the overarching goals have been about ensuring knowledge and applying it. Organisations must have proper protocols and processes in place to scale responsibly. At the same time, they need to understand how employees can have a place where they feel seen and belong, while ensuring societal impacts do not hinder or harm the workplace or its growth.
“That’s the same, regardless. I’m just blessed that I get to do it at Genesys, a company 100% committed to it, top down and bottom up,” says McAdoo.
Every month or year, there’s something new to talk about when it comes to sustainability. At the same time, the role reinforces her “unwavering commitment to the work” of leaving society better than she found it.
McAdoo emphasises the need for transparency coupled with good, accurate, appropriate data, especially throughout the supply chain. For years, obtaining reliable data and information on which to base sustainability decisions, that don’t also harm a business in a two steps forward, three steps back kind of way, has been challenging. Only now is sustainability coming to the fore for many, if not all, businesses, partly as a result of CSO efforts.
It’s harder than it might sound. It’s about getting everyone to make sure they are being transparent and that the necessary supply chain information is available. It includes doing all diligence around developing and implementing guidelines that facilitate information sharing that ultimately feeds sustainability initiatives and environment, social and governance (ESG) audits.
“For any organisation, supply chain data is always going to be the hardest part, getting that transparency for your ecosystem,” says McAdoo.
Genesys has been reporting on its related strategy and measurable outcomes for almost five years now, showing “progress and momentum year on year”. That includes emissions reduction, growth in volunteerism, sustainable scalability, and sustainable design implementation and practices. This, too, has been quite intentional – it doesn’t occur by accident, she emphasises.
“We’ve integrated sustainability into our business KPIs. It’s become just an organic extension of how we work and how we grow. And it’s a passion for me whenever I get to merge my personal and professional values because of Genesys,” she says. “Because sustainability hasn’t just been an add-on. We’re not checking boxes.”
Sustaining the energy
McAdoo also says that, despite the politics of the past nine months or so – especially, as a casual observer might note, in the US – “the energy was already there” and has been sustained. The task of embedding and sustaining better policy and practice, setting goals and reporting on those goals continues. It was already embedded into how Genesys innovates and how it operates and grows.
We’ve integrated sustainability into our business KPIs. It’s become just an organic extension of how we work and how we grow Bridgette McAdoo, Genesys
Its sustainable supply chain initiatives continue, therefore, including the implementation of strategies to tackle Scope 3 emissions and green events and internal emissions management. The work of implementing and enhancing procurement guidelines in line with ESG audits, overseen by Leadership in Energy and Environmental Design (LEED)-certified offices across the globe, also continues. Three new such offices have opened in the past year – in Budapest, Riyadh and Manila.
McAdoo adds that it also means thinking seriously about AI, working with the engineering and product teams on sustainable AI by design, to avoid wasting energy, including in the cloud.
“There’s a multi-layered approach. Different things that happen across our business and across our ecosystem to ensure that we continue to reduce our emissions,” she says. “Every decision we make is measured, not just by our business outcomes, but also the impact that’s going to have, with the future in mind.”
Regional differences in applicability remain, of course, not least with respect to inconsistent or patchy regulatory frameworks. Politics does and will likely always influence reporting requirements, including around climate and the environment.
McAdoo agrees that regions and governments could work together better sometimes, accelerating emissions reduction and sustainability. But that doesn’t mean companies are taking their eyes off the ball or expect to relax their commitments. Apart from anything else, sustainability remains a differentiator for Genesys, not least because that matters to customers.
There’s often a “very precarious balance” to strike, especially for global entities that must meet the needs of customers worldwide. And there have been headwinds. Rollbacks and dilutions thus far include anticipated US Securities Exchange Commission (SEC) climate rules and European Union Corporate Sustainability Reporting Directive (CSRD) guidelines, she notes.
“I think that’s what people were hoping was going to happen with the CSRD, and then that got rolled back with all the political changes around climate reporting and just climate in general, whether it’s in the US or the UK,” says McAdoo. “But we’re going to continue to do the work.”
Neuroscientists know that there is a link between loneliness and cognitive decline in older adults, although it is still difficult to understand the exact magnitude of the link. A new longitudinal study provides evidence that a proportion of people who feel lonely end up having more memory impairment, though this doesn’t necessarily mean that their brains age faster.
The report, published in Aging & Mental Health, shows that older adults with higher levels of loneliness scored lower on tests of immediate and delayed recall. Even so, the rate at which their memory declined over six years was virtually identical to those who were not lonely.
“It suggests that loneliness may play a more prominent role in the initial state of memory than in its progressive decline,” said Luis Carlos Venegas-Sanabria of the School of Medicine and Health Sciences at Universidad del Rosario, who led the research. “The study underscores the importance of addressing loneliness as a significant factor in the context of cognitive performance in older adults.”
Six-Year Study of Thousands of Single People
The team analyzed data from the Survey of Health, Ageing and Retirement in Europe (SHARE), one of the most robust longitudinal databases for studying aging. For six years, the researchers followed 10,217 adults, aged 65 to 94, from 12 European countries. They assessed their level of loneliness and their performance on memory tests.
The results show that age was the most important determinant of memory level and speed of decline. From the age of 75 onwards, scores began to fall more rapidly. After 85 the decline became more pronounced. Depression and chronic diseases such as diabetes also reduced the initial score. Loneliness, while influencing the starting point, did not accelerate the slope of cognitive decline.
The study also found that physical activity was associated with better initial memory scores. People who engaged in moderate or vigorous physical activity at least once a month recalled more words on immediate and delayed recall tests. This effect did not change the speed of decline, but it did raise the baseline level, which functions as a kind of “cognitive buffer.”
Although the study does not explore the causes of the link between loneliness and cognition, previous research has proposed plausible mechanisms. Loneliness is often associated with less social interaction, a factor that influences cognitive performance. It is also associated with increased risk of depression, which does directly affect memory tests. In addition, lonely people tend to have more health problems, such as hypertension or diabetes, which also affect cognitive function.
By 2050, according to United Nations projections, one in six people in the world will be over the age of 65. Societies are entering a stage where old age will no longer be the exception but will become the norm. Dementia, as well as other neurodegenerative diseases that appear with age, will be a major challenge for health care institutions.
Chances are, you’ve already used a satellite today. Satellites make it possible for us to stream our favorite shows, call and text a friend, check weather and navigation apps, and make an online purchase. Satellites also monitor the Earth’s climate, the extent of agricultural crops, wildlife habitats, and impacts from natural disasters.
As we’ve found more uses for them, satellites have exploded in number. Today, there are more than 10,000 satellites operating in low-Earth orbit. Another 5,000 decommissioned satellites drift through this region, along with over 100 million pieces of debris comprising everything from spent rocket stages to flecks of spacecraft paint.
For MIT’s Richard Linares, the rapid ballooning of satellites raises pressing questions: How can we safely manage traffic and growing congestion in space? And at what point will we reach orbital capacity, where adding more satellites is not sustainable, and may in fact compromise spacecraft and the services that we rely on?
“It is a judgement that society has to make, of what value do we derive from launching more satellites,” says Linares, who recently received tenure as an associate professor in MIT’s Department of Aeronautics and Astronautics (AeroAstro). “One of the things we try to do is approach these questions of traffic management and orbital capacity as engineering problems.”
Linares leads the MIT Astrodynamics, Space Robotics, and Controls Lab (ARCLab), a research group that applies astrodynamics (the motion and trajectory of orbiting objects) to help track and manage the millions of objects in orbit around the Earth. The group also develops tools to predict how space traffic and debris will change as operators launch large satellite “mega-constellations” into space.
He is also exploring the effects of space weather on satellites, as well as how climate change on Earth may limit the number of satellites that can safely orbit in space. And, anticipating that satellites will have to be smarter and faster to navigate a more cluttered environment, Linares is looking into artificial intelligence to help satellites autonomously learn and reason to adapt to changing conditions and fix issues onboard.
“Our research is pretty diverse,” Linares says. “But overall, we want to enable all these economic opportunities that satellites give us. And we are figuring out engineering solutions to make that possible.”
Grounding practical problems
Linares was born and raised in Yonkers, New York. His parents both worked as school bus drivers to support their children, Linares being the youngest of six. He was an active kid and loved sports, playing football throughout high school.
“Sports was a way to stay focused and organized, and to develop a work ethic,” Linares says. “It taught me to work hard.”
When applying for colleges, rather than aim for Division I schools like some of his teammates, Linares looked for programs that were strong in science, specifically in aerospace. Growing up, he was fascinated with Carl Sagan’s “Cosmos” docuseries. And being close to Manhattan, he took regular trips to the Hayden Planetarium to take in the center’s immersive projections of space and the technologies used to explore it.
“My interest in science came from the universe and trying to understand our place within it,” Linares recalls.
Choosing to stay close to home, he applied to in-state schools with strong aeronautical engineering departments, and happily landed at the State University of New York at Buffalo (SUNY Buffalo), where he would ultimately earn his bachelor’s, master’s, and doctoral degrees, all in aerospace engineering.
As an undergraduate, Linares took on a research project in astrodynamics, looking to solve the problem of how to determine the relative orientation of satellites flying in formation.
“Formation flying was a big topic in the early 2000s,” Linares says. “I liked the flavor of the math involved, which allowed me to go a layer deeper toward a solution.”
He worked out the math to show that when three satellites fly together, they essentially form a triangle, the angles of which can be calculated to determine where each satellite is in relation to the other two at any moment in time. His work introduced a new controls approach to enable satellites to fly safely together. The research had direct applications for the U.S. Air Force, which helped to sponsor the work.
As he expanded the research into a master’s thesis, Linares also took opportunities to work directly with the Air Force on issues of satellite tracking and orientation. He served two internships with the U.S. Air Force Research Lab, one at Kirtland Air Force Base in Albuquerque, New Mexico, and the other in Maui, Hawaii.
“Being able to collaborate with the Air Force back then kind of grounded the research in practical problems,” Linares says.
For his PhD, he turned to another practical problem of “uncorrelated tracks.” At the time, the Air Force operated a network of telescopes to observe more than 20,000 objects in space, which they were working to label and record in a catalog to help them track the objects over time. But while detecting objects was relatively straightforward, the challenge came in correlating a detected object with what was already in the catalog. In other words, is what they were seeing something they had already seen?
Linares developed image analysis techniques to identify key characteristics of objects such as their shape and orientation, which helped the Air Force “fingerprint” satellites and pieces of space debris, and track their activity — and potential for collisions — over time.
After completing his PhD, Linares worked as a postdoc at Los Alamos National Laboratory and the U.S. Naval Observatory. During that time he expanded his aerospace work to other areas including space weather, using satellite measurements to model how Earth’s ionosphere — the upper layer of the atmosphere that is ionized by the sun’s radiation — affects satellite drag.
He then accepted a position as assistant professor of aerospace engineering at the University of Minnesota at Minneapolis. For the next three years, he continued his research in modeling space weather, tracking space objects and coordinating satellites to fly in swarms.
Making space
In 2018, Linares made the move to MIT.
“I had a lot of respect for the people and for the history of the work that was done here,” says Linares, who was especially inspired by the legendary Charles Stark “Doc” Draper, who developed the first inertial guidance systems in the 1940s that would enable the self-navigation of airplanes, submarines, satellites, and spacecraft for decades to come. “This was essentially my field, and I knew MIT was the best place to continue my career.”
As a junior faculty member in AeroAstro, Linares spent his first years focused on an emerging challenge: space sustainability. Around that time, the first satellite constellations were launching into low-Earth orbit with SpaceX’s Starlink, which aimed to provide global internet coverage via a huge network of several thousand coordinating satellites. The launching of so many satellites, into orbits that already held other active and nonactive satellites, along with millions of pieces of space debris, raised questions about how to safely manage the satellite traffic and how much traffic an orbit can sustain.
“At what level do we reach a tipping point, where we have too many satellites in certain orbital regimes?” Linares says. “It was kind of a known problem at the time, but there weren’t many solutions.”
Linares’ group applied an understanding of astrodynamics, and the physics of how objects move in space, to figure out the best way to pack satellites in orbital “shells,” or lanes that would most likely prevent collisions. They also developed a state-of-the-art model of orbital traffic, that was able to simulate the trajectories of more than 10 million individual objects in space. Previous models were much more limited in the number of objects they could accurately simulate. Linares’ open-source model, called the MIT Orbital Capacity Assessment Tool, or MoCAT, could account for the millions of pieces of space debris, in addition to the many intact satellites in orbit.
The tools that his group has developed are used today by satellite operators to plan and predict safe spacecraft trajectories. His team is continuing to work on problems of space traffic management and orbital capacity. They are also branching out into space robotics. The team is testing ways to teleoperate a humanoid robot, which could potentially help to build future infrastructure and carry out long-duration tasks in space.
Linares is also exploring artificial intelligence, including ways that a satellite can autonomously “learn” from its experience and safely adapt to uncertain environments.
“Imagine if each satellite had a virtual Doc Draper onboard that could do the de-bugging that we did from the ground during the Apollo missions,” Linares says. “That way, satellites would become instantaneously more robust. And it’s not taking the human out of the equation. It’s allowing the human to be amplified. I think that’s within reach.”
Every time I’ve written about Meta’s AI-enabled glasses, I invariably get asked these questions: Why do you even want these? Why do you want smart glasses that can play music or misidentify native flora in a weirdly cheery voice? I am a lifelong Ray-Ban Wayfarer wearer, and I’m also WIRED’s resident Meta wearer. I grab a pair of Meta glasses whenever I leave the house because I like being able to use one device instead of two or three on a walk. With Meta glasses, I can wear sunglasses andworkout headphones in one!
Meta sold more than 7 million pairs in 2025. Take a look at any major outdoor or sporting event, and you’ll see more than a few people wearing these to record snippets for Instagram or TikTok. Meta’s partnership with EssilorLuxottica has made smart glasses accessible, stylish, and useful and is undoubtedly the reason why Google, and now Apple, are trying to horn in on the market. After the notable flop that is the Apple Vision Pro, Apple is recalibrating its face-wearable strategy, moving away from augmented reality (AR) toward simpler, display-less, and hopefully good-looking glasses.
That’s not to say that you shouldn’t be careful how you use these glasses. Meta doesn’t have the greatest track record on privacy, and the company has continued to push forward with policies that are questionable at best. Even if you’re not concerned that face recognition will allow Meta to target immigrants or enable stalkers to find their victims, at the very least, people really do not like the idea that you could start recording them at any moment.
Probably the biggest hurdle to wearing Meta glasses is that even doing so seems like a gross violation of the social contract. After all, these are Mark Zuckerberg’s “pervert glasses.” When I pop these on my head, I’ve had friends (and my spouse) recoil and say, “I have apps to warn me away from people like you.” The best part, though, is that Oakley and Ray-Ban already make really great sunglasses. Even if the battery runs out or you don’t use Meta AI at all, these are stellar at shading your eyes from the sun.
Last year, Meta upgraded the original Meta Ray-Ban Wayfarers that became a smash hit. These are Meta’s entry-level glasses, and they come in a variety of lens styles. You can order them with clear lenses, prescription lenses, transition lenses, or the OG sunglass lenses, as well as in a variety of fits, including standard, large, or high-bridge frames. Improvements to this generation include an upgrade to a 12-MP camera and up to eight hours of battery life; writer Boone Ashworth’s testing clocked in at five to six hours.
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