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.”
Tencia Benavidez, a Supernatural user who lives in New Mexico, started her VR workouts during the Covid pandemic. She has been a regular user in the five years since, calling the ability to workout in VR ideal, given that she lives in a rural area where it’s hard to get to a gym or workout outside during a brutal winter. She stuck with Supernatural because of the community and the eagerness of Supernatural’s coaches.
“They seem like really authentic individuals that were not talking down to you,” Benavidez says. “There’s just something really special about those coaches.”
Meta bought Supernatural in 2022, folding it into its then-heavily invested in metaverse efforts. The purchase was not a smooth process, as it triggered a lengthy legal battle in which the US Federal Trade Commission tried to block Meta from purchasing the service due to antitrust concerns about Meta “trying to buy its way to the top” of the VR market. Meta ultimately prevailed. At the time, some Supernatural users were cautiously optimistic, hoping that big bag of Zuckerbucks could keep its workout juggernaut afloat.
“Meta fought the government to buy this thing,” Benavidez says. “All that just for them to shut it down? What was the point?”
I reached out to Meta and Supernatural, and neither responded to my requests for comment.
Waking Up to Ash and Dust
On Tuesday, Bloomberg reported that Meta has laid off more than 1,000 people across its VR and metaverse efforts. The move comes after years of the company hemorrhaging billions of dollars on its metaverse products. In addition to laying off most of the staff at Supernatural, Meta has shut down three internal VR studios that made games like Resident Evil 4 and Deadpool VR.
“If it was a bottom line thing, I think they could have charged more money,” Goff Johnson says about Supernatural. “I think people would have paid for it. This just seems unnecessarily heartless.”
There is a split in the community about who will stay and continue to pay the subscription fee, and who will leave. Supernatural still has more than 3,000 lessons available in the service, so while new content won’t be added, some feel there is plenty of content left in the library. Other users worry about how Supernatural will continue to license music from big-name bands.
“Supernatural is amazing, but I am canceling it because of this,” Chip told me. “The library is large, so there’s enough to keep you busy, but not for the same price.”
There are other VR workout experiences like FitXR or even the VR staple Beat Saber, which Supernatural cribs a lot of design concepts from. Still, they don’t hit the same bar for many of the Supernatural faithful.
“I’m going to stick it out until they turn the lights out on us,” says Stefanie Wong, a Bay Area accountant who has used Supernatural since shortly after the pandemic and has organized and attended meetup events. “It’s not the app. It’s the community and it’s the coaches that we really, really care about.”
Welcome to the New Age
I tried out Supernatural’s Together feature on Wednesday, the day after the layoffs. It’s where I met Chip and Alisa. When we could stop to catch our breath, we talked about the changes coming to the service. They had played through previous sessions hosted by Jane Fonda or playlists with a mix of music that would change regularly. It seems the final collaboration in Supernatural’s multiplayer mode will be what we played now, an artist series featuring entirely Imagine Dragons songs.
In the session, as we punched blocks while being serenaded by this shirtless dude crooning, recorded narrations from Supernatural coach Dwana Olsen chimed in to hype us up.
“Take advantage of these moments,” Olsen said as we punched away. “Use these movements to remind you of how much awesome life you have yet to live.”
Frankly, it was downright invigorating. And bittersweet. We ended another round, sweaty, huffing and puffing. Chip, Alisa, and I high-fived like crazy and readied for another round.
“Beautiful,” Alisa said. “It’s just beautiful, isn’t it?”
The force has not reported the incidents to the Northern Ireland Policing Board, which oversees the PSNI, and has not mentioned any incidents with ControlWorks in its annual reports.
While there is no legal duty to report failures with ControlWorks to the Northern Ireland Policing Board, the Policing Board has told Computer Weekly it would expect any serious incidents with ControlWorks to be reported to it.
The PSNI uses ControlWorks as part of its command and control system, for managing, logging and categorising calls received by the emergency services from the public and for dispatching police officers to incidents.
Computer Weekly has learned that the PNSI’s ControlWorks system had technical issues after it first went live in May 2019.
These included slow-downs of the system that required computer systems to be restarted or software to be patched.
On some occasions, police were forced to return to using paper forms to record incidents reported by the public after ControlWorks became unavailable. Information on the forms had to be typed back into the system when the service resumed.
ControlWorks aimed to improve response times
The PSNI announced it was using Capita Communications and Control Solutions’ ControlWorks software in 2018, replacing its 20-year-old Capita Atlas Command and Control System, which had reached the end of its life.
From February 2018, ControlWorks was installed across the PSNI’s three regional contact management centres, before going live in May 2019, but is understood to have had a series of issues during its first few months of operation.
Critical incidents, which affect force-wide availability of ControlWorks, are categorised as P1 or P2. Less serious incidents that do not require urgent remediation are categorised as P3 and P4, Computer Weekly has previously reported.
Computer Weekly understands that the PSNI runs a 24-hour help desk to deal with IT issues, and that it has the ability to escalate incidents with ControlWorks to its IT supplier.
Missing persons search
Computer Weekly understands that a “major issue” with ControlWorks may have delayed information being passed to police officers searching for missing teenager Noah Donohoe, who disappeared from his home in Belfast on 21 June 2020.
Donohoe’s disappearance sparked a massive search operation, as police reviewed hours of CCTV, and hundreds of volunteers joined the search for the vulnerable 14-year-old.
Computer Weekly has learned that on the evening of 23 June 2020, police recorded a “major issue” with ControlWorks that could have led to delays in information being passed to investigators.
This potentially critical information was delayed in being brought to the attention of police officers investigating Donohoe’s disappearance because of a problem with ControlWorks, Computer Weekly has been told.
It is unclear exactly how long the information was delayed by and what its impact on the search for the missing teenager was. But it is understood that detectives on the case reported and noted the delay during the investigation.
The issue with ControlWorks was understood to have been reported during the live investigation at a critical time when Donohoe was missing – two days after he had gone missing, and four days before he was found dead in a Belfast storm drain.
Manchester had serious IT issues
Greater Manchester Police experienced problems when it went live with its Integrated Operational Policing System (iOPS), which included ControlWorks, in July 2019. iOps attempted to integrate Capita’s ControlWorks software with Capita’s PoliceWorks record management software used by police officers for managing day-to-day investigations and intelligence records.
An independent review found serious issues with the project. At one point, police were forced to revert to pen and paper for 72 hours while records were migrated to the new system.
“This consumed considerable time and capacity, causing a duplication of work,” the report found. “In addition, some legacy demand, which included ongoing investigations, did not successfully transfer from the old systems, so could no longer be worked on.”
Greater Manchester Police subsequently announced plans to replace PoliceWorks after concluding it could not be adapted or fixed, but it has continued to use ControlWorks.
The PSNI uses a different record management system to Manchester’s troubled PoliceWorks system. The PSNI signed a £9m contract with the Canadian company NicheRMS to deploy its Records Management System, which records information about people, locations, vehicles, incidents and evidence, in 2006.
NicheRMS keeps duplicate records of reports from the public that are recorded on ControlWorks when they are escalated as an “incident”. This means that should data be lost because of problems with ControlWorks, the PSNI would still have access to duplicate records reported by the public on NicheRMS if they have been escalated as an “incident”.
Policing Board seeks clarification from PSNI
The Northern Ireland Policing Board has confirmed that if a major system disruption or significant information or data loss occurred, the board would expect to be informed.
A spokesperson told Computer Weekly that the board’s Resources Committee, which has oversight responsibility for matters including the PSNI’s technology systems, has asked the PSNI for clarification about the issues raised by Computer Weekly.
A coroner’s inquest into the circumstances of Noah Donohoe’s death is due to begin on 19 January.
The PSNI said it would “not comment on investigative matters while legal proceedings are ongoing”.
“With regards to questions relating to ControlWorks, police can confirm that, to date, there has been no instance of major disruption which has led to data loss,” a spokesperson said.
ISC2, the non-profit cyber professional membership association, has joined the UK government’s recently launched Software Security Ambassador Scheme as an expert adviser.
Set up at the beginning of the year by the National Cyber Security Centre (NCSC) and the Department for Science, Innovation and Technology (DSIT), the scheme forms part of a wider £210m commitment by Westminster to remodel approaches to public sector cyber resilience from the ground up, acknowledging that previous approaches to the issue have basically gone nowhere and that previously set targets for resilience are unachievable.
It is designed to incentivise organisations to pay more attention to the security of software products, and supports the wider adoption of the Software Security Code of Practice, a set of voluntary principles defining what secure software looks like.
ISC2 joins a number of tech suppliers, including Cisco, Palo Alto Networks and Sage; consultancies and service providers including Accenture and NCC Group; and financial services firms including Lloyds Banking Group and Santander. Fellow cyber association ISACA is also involved.
“Promoting secure software practices that strengthen the resilience of systems underpinning the economy, public services and national infrastructure is central to ISC2’s mission,” said ISC2’s executive vice-president for advocacy and strategic engagement, Tara Wisniewski.
“The code moves software security beyond narrow compliance and elevates it to a board-level resilience priority. As supply chain attacks continue to grow in scale and impact, a shared baseline is essential and through our global community and expertise, ISC2 is committed to helping professionals build the skills needed to put secure-by-design principles into practice,” she said.
Software vulns a huge barrier to resilience
A study of wider supply chain risks conducted last year by ISC2 found that a little over half of organisations worldwide reported that vulnerabilities in their software suppliers’ products represented the most disruptive cyber security threat to their overall supply chain.
And the World Economic Forum’s (WEF’s) Global Cybersecurity Outlook report, published on 12 January, revealed that third-party and supply chain vulnerabilities were seen as a huge barrier to building cyber resilience by C-suite executives.
A total of 65% of respondents to the WEF’s annual poll flagged such flaws as the greatest challenge their organisation faced on its pathway to resilience, compared to 54% at the beginning of 2025. This outpaced factors such as the evolving threat landscape and emerging AI technology, use of legacy IT systems, regulatory compliance and governance, and cyber skills shortages.
Pressed on the top supply chain cyber risks, respondents were most concerned about their ability to assure the integrity of software and other IT services, ahead of a lack of visibility into their supplier’s supply chains and overdependence on critical third-party suppliers.
The UK’s Code of Practice seeks to answer this challenge by establishing expectations and best practices for tech providers and any other organisations that either develop, sell or buy software products. It covers aspects such as secure design and development, the security of build environments, deployment and ongoing upkeep, and transparent communication with customers and users.
As part of its role as an ambassador, ISC2 will assist in developing and improving the Code of Practice, while championing it by embedding its guiding principles into its own cyber education and professional development services – the organisation boasts 10,000 UK members and associates.
It will also help to drive adoption of the Code of Practice through various awareness campaigns, incorporating it into its certifications, training and guidance, engaging with industry stakeholders and members to encourage implementation, and incorporating its provisions into its work with its own commercial suppliers.
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