Member Feature: a conversation with Erin Allgood, Allgood Eats Local

"There is no sincerer love than the love of food" 
~ George Bernard Shaw


This is a quote you can find on Erin Allgood’s website and, as a fellow lover of food, the sentiment certainly resonates. We recently sat down with Erinto talk about her love of food and how she became a food system consultant. Erin’s energy is infectious and we are certain that you, like us, will enjoy speaking with her when you do. We thank Susan O’Neil of @Website Publicity for introducing Erin to NHBSR and are grateful to have them both as members of NHBSR. 

It is fascinating to talk with Erin about her path to food and the start of Allgood Eats Local- a path she herself calls circuitous, when in fact it all makes sense. Erin started studied biochemistry in college and it wasn’t until her junior year that she realized how much biochemistry focuses on food and how the body breaks down and uses food. As we’ve mentioned in previous stories, timing plays such an integral role in decisions many people make. For Erin, the gift of Michael Pollan’s book An Ominvore’s Dilemma served as inspiration for her to dive deeper into nutrition, leading to a Master’s degree in nutrition, with an emphasis on nutritional biochemistry. Her thesis focused on the interaction of environmental pollutants and diet, examining the effects on metabolism. Early on, Erin developed an interest in the connection between food and the environment.

At the time she graduated in 2009 there were limited job possibilities, so she did what so many New Englanders do in such times—she got creative, taking a job outside of her field of study for several years, while maintaining her pursuit of food and nutrition through volunteer efforts as well as coaching and cooking. She regularly volunteers at farmers markets and serves on Seacoast Eat Local’s SNAP committee, advising on ways to connect low-income residents to local food.

Since then Erin has completed two certificate programs at the University of Vermont- Leadership in Sustainable Food Systems and Sustainable Business, which provided the impetus to launch Allgood Eats Local, a food systems consulting business, in 2014. The mission of Allgood Eats Local is to empower change by promoting equity, collaboration, and deeper understanding throughout the food system through facilitating meetings in multi stakeholder collaborations, network and organizational development, and process and strategy design. She works with both non-profit organizations and businesses.

allgoodeatslocal_flowers.jpgMore recently, she has taken on projects related to some of the most complicated issues in the food system, such as childhood hunger, local food distribution, public health nutrition. Erin explains that there is much work to do in these areas as it relates to policy and social change.

Erin is based in Dover, where she lives and has an office in downtown. You may just as easily find her at Flight, the local coffee shop, which is sometimes her office away from the office.  And if not in one of the offices you will probably find her working with her husband Kevin Johnson. Erin and Kevin co-own Embers Bakery, a mobile, wood-fired, sourdough bread and pizza business. On weekends, Erin and Kevin serve up gourmet pizza featuring local ingredients at public and private events like festivals and weddings. The bakery is quiet for the winter, but I for one am excited to try their sourdough bread when they start up again in the Spring.


Erin is excited to join NHBSR and this network of like-minded businesses across the state and she hopes to connect, and potentially collaborate, on food systems projects!

We hope that you have a chance to meet her at an upcoming event. Erin welcomes the chance to meet and speak with fellow members. She can be reached at  or by phone (603) 953 5765.

Please help us welcome Erin to the NHBSR community!








MEMBER FEATURE:A conversation with Michael L’Ecuyer, Bellwether Community Credit Union (pronounced phonetically Lek-wee-air)


With the arrival of mobile phones it’s sometimes difficult to imagine that we were ever beholden to a telephone that was plugged into the wall at home.Most things change and evolve over time, but it’s fun to learn about ways in which they stay the same too. We were happy to talk with Michael L’Ecuyer, President and CEO of Bellwether Community Credit Union, a company whose history goes back to 1921, when the company was originally founded as the Telephone Workers Credit Union of NH (TCU).

Employees of Bell Telephone Systems, independent of their employer, created TCU solely for the “promotion of thrift” among its members which was limited to NH phone company employees, their families, and retirees. We learned that credit unions have a philosophy of “people helping people”, and that TCU is the second oldest credit union in the State. In fact, the very first credit union ever established in the United States was started in Manchester in 1908, and is still thriving under its original name of St. Mary’s Bank Credit Union. St. Mary’s was created in an effort to give the thousands of immigrants who were coming to work in the textile manufacturing mills in Manchester the ability to save and get credit. As a side note, today you can visit America’s Credit Union Museum on Notre Dame Ave. in Manchester, which is located in the original building which housed this first American-based credit union.

TCU was run by volunteers in the early years, but in 1965 it hired its first employee--Richard Mahoney-- who was promoted to President of the credit union in 1976, a position he held for 25 years. The credit union continued to operate under its’ original membership charter (telephone workers) until the AT&T monopoly on telephone service was split up in 1982, which drastically changed the structure of the telephone industry and subsequently the Credit Union’s ability to grow. At this time, TCU’s charter was updated to include the communications industry as a whole, providing some relief to a declining base of potential members. Michael came to work at the credit union in 1998, and was elected to follow Richard Mahoney’s legacy as President/CEO in 2001. (You may find it interesting that, although Michael’s career has been focused in the banking arena, he was first attracted to the FBI. It just goes to show we all have a diversity of interests.)

In 2002 the charter was changed again to what’s referred to as an “open membership”— allowing membership to anyone who lives or works in the State of NH. For the first time, TCU was able to offer its’ products and services to anyone in the entire State, thereby providing a necessary economy of scale to allow for the increased technology expectations of 21st Century consumers. To more accurately reflect the community they were serving the company was renamed Bellwether Community Credit Union in 2005. Today they have 3 branches, 90 full time employees, 34,000 members and over $455M in assets. Bellwether Community Credit Union (BCCU) is a cooperative, non-profit organization whose goal is to provide real benefits to its members. Michael spoke of two things that have remained consistent throughout the years— their focus on providing value to their membership and their goal of maintaining high service levels. Their desire to deliver what their members want when they want it drives them to excel in remote delivery channels such as mobile, online, billpay, etc. As cases in point, they were early adopters of electronic statements and had an e-statement program well before it became mainstream and were one of the first to offer remote deposit capture.

bccu_groupservicephoto.pngService to their members is top priority, but service to others has also been an integral part of the organization. Bellwether is a huge community advocate, encouraging their employees to volunteer for organizations that have meaning to them individually and following that up with monetary support. At last count, Bellwether has a variety of active roles in over 60 community-based organizations such as Make a Wish NH, Home Health & Hospice Care, and Chambers of Commerce to name just a few. Michael says that giving back to the communities is a fundamental part of who they are. He encourages everyone at the executive level to participate in community service and further supports it throughout the organization. The benefits are many—Michael believes he has better executives because there is great personal reward in serving others, as it broadens their horizons, experiences, and perspectives. It’s a true win/win for both the employee and the organization which provides further positive impact on the community. Employees are proud to work for a company that is focused on community. In order to demonstrate their support of community involvement, Bellwether implemented a program which allows each employee one paid day per year to volunteer for an organization of their choosing.

When asked why he joined as a member of NHBSR, Michael’s answer was “MV”. Those would be the initials of Michelle Veasey, who serves as inspiration for many to join. Michael looks forward to getting to know more NHBSR members and to have the opportunity to partner with like-minded organizations in an effort to benefit the communities we live in.

Michael welcomes the chance to speak with anyone about Bellwether Community Credit Union or any other topic. He can be reached by email at: or by phone at 603-645-8181. You can also learn more about Bellwether Community Credit Union at

Please help us welcome Michael and his team at Bellwether Community Credit Union! 

By Bea Boccalandro, President VeraWorks

It’s probable that right this moment…  beaboccalandro.png

·     A valet parking attendant is inspecting tires and, if any are bald, will alert the car’s owner.

·     A fitness-loving construction inspector is writing an internal blog to help her colleagues adopt healthy behaviors.

·     A safety officer at a chemical manufacturing plant is telling workers that the company will donate $10 to the food pantry every day the team has no safety violations. 

These charitable acts aren’t listed in their job descriptions. These workers are rebels.

They are, however, happy and industrious rebels. Research conducted by Yale's Amy Wrzesniewski and University of Michigan's Jane Dutton finds that workers who shape their jobs to be more purposeful are more engaged than their docile colleagues. “It’s a way to 'dig' my job. People are so grateful…and it might save them from a nasty crash" explains the valet attendant. The safety officer, who works at a global firm, also says it improves his work experience. “My job is now more enjoyable because I know several struggling families will have food through the dark cold winter… and, as a bonus, our plant’s safety record is now among the best in the company.”

Most us don’t realize that working for a purpose beyond our own wellbeing makes us happier and more productive, but academia has known this for years. Indeed, the Job Satisfaction Index by The Happiness Research Institute in Copenhagen finds that purpose not only drives job satisfaction, but is the most important driver.

By helping to combat traffic accidents, unhealthy behaviors, hunger or any other societal ills through their work, these rebels are applying a management practice called “job purposing.” Whether we inspect construction sites or manage an R&D division, job purposing enamors us to our work.

Ready to rebel?

If you are like many who attend my presentations, you're interested purposing your own job but don't see how. Don’t worry. This just means you’re a normal early 21st-century human thinking in the customary early 21st-century way.

After the fact, the job purposing of the three rebels seems simple and logical. Dreaming up concrete ways to ignite purpose in these jobs, however, was neither. Indeed, the valet attendant told me “I worked here for over a year before I had this idea. Not sure why I took so long.” I know why he, and all of us, take "so long" to job purpose. Conventional thinking.

Here are the steps to generate your unconventional, and practical, job purposing idea: 

Step 1: Select one job taskThe essence of job purposing is doing a work task in a manner that increases its positive impact on social causes or others. It might sound simplistic, but don't underestimate the transformative power of a little purpose. Wharton professor Adam Grant found that increasing such “task significance” dramatically improves work productivity — in some cases by more than 400%.

Start with the most core job task to your job. This is the task that takes up the largest swath of your work year. If you deliver packages, your most core task will be likely be driving. If you’re an accountant, your most core task might be responding to email. 

Step 2: Play loud upbeat music. OK, this step is not vital, but it might stimulate creative thinking. Why does this matter? Job purposing requires that we entertain concepts that were formerly absurd. It’s essential, therefore, that you unhinge your thinking.

Establish an environment that helps you break from ordinary workplace logic. If playing Phish at full volume doesn't free your thinking, consider a beautiful view or glass of wine.

Step 3: Explore options for conducting the task in a way that has a greater social impact. Set a timer for seven minutes. Now write down every idea, no matter how delusional or deranged, that comes to mind in response to these questions:

a. How might you contribute more to customers, team members or others you interact with as part of this task? (If you don’t interact with anybody as part of the task, skip this question.)


·     The valet worker, above, helps customers avoid traffic accidents.

·     The construction inspector, above, helps work colleagues be fit and healthy.

·     As part of their sales call, many HP sales representatives help their business clients set up recycling, reduce solid waste and otherwise become more environmentally sustainable.

b. How might you redesign the task so that it’s more charitable?


·     The Aetna HR department scrapped the information booths they set up on college campuses during recruitment visits in favor of blood drives. By doing this, Aetna shows its values, as opposed to merely talking about them; students get the opportunity to contribute to the health of others; and individuals needing blood to restore their health are more likely to get it.

·     An instructor at KPMG eliminated the dry case study in his new-hire accounting class and, instead, invites nonprofit partner representatives to present their accounting challenges to students, providing these nonprofits free financial services.

·     Many FedEx drivers in Florida have attended The Nature Conservancy’s training on identifying invasive species of snakes and are, therefore, not only drivers in their day job but also "Python Patrollers" who help to rid the Everglades of an environmental menace.

c. How might you otherwise sprinkle some charity into the task?


·     An art school owner writing her newsletter promoted civic involvement by offering a free class to anyone who voted in the presidential election.

·     Every time an independent consultant closed a sale, she donated $100 to one of three nonprofits, per the selection of the new client.

·     A leadership trainer at a Fortune 500 company offers open slots to staff of local nonprofit organizations.

Rotate through the three questions as quickly and as many times as you like, but don’t stop jotting down your unedited stream of consciousness until the seven minutes are up. If you hit upon a brilliant job purposing idea, circle it and go back to the jotting down ideas until the timer rings.

Step 4: If needed, choose a slightly less core task and repeat step 3

If you’ve generated a promising job purposing idea, you’re done! Start fleshing out and piloting your idea. If not, select another job task and repeat step 3 (do this with five tasks or until you get dizzy, whichever comes first). Consider first common tasks, then move to more episodic tasks.

Step 5: If needed, brainstorm ways to bake a little charity into non-job related workplace experiences.

If you have a viable option from steps 1-4, you're done! Otherwise, explore ways to ignite social purpose in workplace experiences that you can influence but that fall outside your specific job — such as trainings, staff meetings, or annual retreats. Examples:

·     Antis Roofing enriches staff meetings with charity. At each staff meeting, the company honors one employee for exceptional work performance with a charitable giving card that the honoree donates to the nonprofit of their choice. At the following meeting the former winner shares to what cause they donated to and why. "This simple step has transformed our culture" according to Founder and CEO Charles Antis. "It's difficult to stay dry-eyed at many meetings as team members share why they care deeply about their cause of choice. We are getting to know each other at a beautiful new level. Who knew it could feel this effortless for us to feel so connected?"

·     Instead of standing around slurping punch at the annual holiday party, why not turn the entire event into a service project that serves a meal to the homeless or builds a home for a single mother?

·     Many companies include a service event, where participants repaint a school or clean up a trail, in their retreats or meetings.

Step 6: If needed, ingest chocolate or single malt scotch and contact me.

If you’ve completed steps 1-5 and still don’t have a promising way to purpose your job, don’t panic. Eat, drink, work, hike or otherwise do something different. Let your brainstorming efforts lay for a few days. You might have a “Eureka!” moment and realize, as you’re taking a bath for example, that the answer is right in front of you. If not, contact me.


If you’ve read this far, you’re a pioneer. Your interest in promoting social good through everyday work makes you a bright spirit in what can be a darkly skeptical corporate landscape.

Don't think, however, you are alone in this pursuit of workplace purpose. Rebels like you are an emerging force. In fact, the world has invented a term for you and is beginning to value you. Specifically, you are a “social intrapreneur” (“intra” to denote doing social good work from within the company) and Forbes Magazine has named you "most valuable worker."



Bea Boccalandro is founder and president of VeraWorks, a global consulting firm that helps companies — including Aetna, Bank of America, Disney, FedEx, Hewlett Packard Enterprise, Levi’s and PwC — contribute to societal causes. Bea focuses on “job purposing,” the practice of heightening employee engagement, performance and wellbeing by adjusting job tasks to make a societal impact. To learn more about job purposing, download Bea’s free Job Purposing Essentials paper, or follow Bea on Twitter.

MEMBER FEATURE: A conversation with Thomas CarterFreedom Energy Logistics, Auburn

Please help us welcome Freedom Energy Logistics (FEL) of Auburn, who recently joined as a member of NHBSR. We recently sat down with Thomas thomascarter_fel_photo.jpgCarter, Director of Business Development & Public Relations, to learn about their work and what it means to be an energy procurement company.

Like we have choices of ice cream flavors, commercial businesses and residents have choices in where they get their power, although perhaps without the typical rainbow of ice cream flavors. FEL was started in 2004 by Gus Fromuth, shortly after the electricity market was deregulated. They began bringing many of New England’s largest commercial and industrial businesses to become members of the New England Power Pool (NEPOOL).  Over the years they began developing additional cost-cutting strategies for smaller-sized businesses that weren’t suited for NE-POOL membership, but still needed cost-cutting solutions to the rising costs of energy. 

FEL has remained a family-run business since its inception, with Gus and his son, Bart, at the helm. Combined with the experience of their colleagues, the Freedom team brings over 100 years of collective energy industry expertise to their clients. Gus was recently recognized by the NH Business Review and was awarded their 2016 Business Excellence Award in Consumer Services.

FEL is the largest New Hampshire-based energy management firm, working with thousands of clients located primarily in New Hampshire and throughout New England.  The energy market is constantly fluctuating and most businesses don’t have the bandwidth to follow this perpetual evolution. Armed with an unmatched understanding of the state utilities, the FEL team takes pride in educating their clients about energy markets and strategizing how to best manage them for each specific business. 

While they largely focus on consulting for their clients on the most timely purchasing of competitive electricity and natural gas rates, Freedom Energy Logistics is excited about some new initiatives in Net Metering.  Buying local is a priority for many consumers, whether it’s fruits and veggies or power, giving consumers the power of choice and the satisfaction of supporting local businesses. Utilizing HB 1116, FEL pioneered the first-of-its-kind relationship between UNH and three local hydro generators, who produce clean energy which is directly purchased by the University of New Hampshire. UNH can purchase this clean local energy without the costly REC (Renewable Energy Credit) process. Purchasing green, locally produced energy at less than utility supply rates- now that’s a win/win!

With a dozen or so options in power purchasing, the ice-cream menu of procurement has been steadily expanding under this boutique energy management firm. Apparently they’re quite adept at ‘custom flavors’ as well. Keep your eyes peeled for more such projects in the year ahead.

While Freedom Energy Logistics is helping their clients be more efficient with their energy use they have their own sustainability efforts underway in their office. The staff of 20 is dedicated to recycling as much as possible and minimizing their energy use through the use of LED lights. Thomas shares that he attended the Sustainability Slam and was inspired by the stories of small, but meaningful efforts that have impact. Cirtronics’ story of replacing plastic flatware with reusable metal flatware was one such story that he is considering proposing at the office.

In addition to Freedom Energy Logistics joining NHBSR, Thomas speaks to his personal belief in NHBSR’s mission and his desire to support the organization, which of course makes us happy. Thomas has joined the NHBSR membership committee, so for anyone interested in learning about membership, he is one of several you can speak with.

And of course, if you have questions about the energy industry, where you get your power and how Freedom Energy Logistics might help, feel free to contact Thomas Carter by email at or by phone 603.625.2244.

by Leila Murphy, Michelle Veasey of NHBSR, with contributions from Robin Eichert, PeopleSense Consulting


Effective leadership is key to supporting a culture where we feel empowered and inspired to meet our goals.  As a team of two, we recognize we have a unique opportunity to learn from each other as we continue to build a strong working relationship.

This summer, we were drawn to a workshop led by NHBSR member, Robin Eichert of PeopleSense Consulting.  Being inspired by the work we’ve done with Robin before, we knew that the workshop, Dogged Leadership: Unleash Your Vision, would give us great insights into our individual leadership styles in an unusual way.  It provided a unique combination of individualized leadership assessment and time for self-assessment reinforced by meaningful activities. 


Which dog represents your personality style? Let us know.












From Leila’s perspective:

I think that we all probably have a sense of our own leadership style, based on our work or volunteer experiences. I found the results intriguing. The assessment Robin uses identifies a person’s work style based on the popular DiSC four-quadrant personality theory


I was unequivocally identified as I (or Influence), followed closely by S (or Steadiness).  These two together have a relationship focus, which certainly resonates with where I see my strengths.  While no big surprises, the assessment provided me with a different lens to see myself through and gave me new insights, while reaffirming known qualities.

doggoggles_photo.pngAs a fun way to think about the DiSC styles, Robin incorporates dogs into the workshop format. This dog spoke to me right away when asked which reflected my personality style—with its eyes wide open for adventure and taking in the fresh air—both things that are important to me in my life.

I was reminded of how quickly our brains make assessments of people and dogs alike based on how they present themselves through the obvious things like what a person (or dog) looks like and facial expressions, but also by things that are more subjective like how they carry themselves and what energy they give off.

In a millisecond we get a snapshot of information, which helps to inform us how we might respond or choose to interact.



From Michelle’s perspective:

Like Leila, the assessment results fell in line with what I know about my leadership style.  I found myself nodding my head in agreement with the style tendencies and needs, but often what we know we should do to improve our interactions doesn’t translate to what we do. 


In this workshop, activities reinforced how our styles translate in our relationships.  We were instructed to lead Sawyer, a sweet therapy dog trained to work with people with disabilities, through a simple “course.”  Sawyer perceived not only our physical interaction, but also our tone and words.  It quickly demonstrated how we must consider how our body language impacts how others respond. 

Clearly one’s work is never done when it comes to forging meaningful relationships and by looking at other interactions, such as with our dogs, it can help us meet that challenge.

Tug, my four-legged friend, is a golden and I thought that impacted my selection when asked which dog best reflects my own style.  But then I started to think about whether we choose pets that connect with our style? Think of a golden you know – do they want to create a favorable impression, do they view people optimistically, do they try to motivate you to take action?  Now I bet you can guess my leadership style!

From Robin’s perspective:

As Michelle acknowledged, just because we know something doesn’t mean we’ll act on it. That’s why having dogs as a mirror to our behaviors is so powerful. If we make a request -- such as come, sit, or stay -- of any dog, whether an exuberant puppy or a seasoned therapy dog, they will react based on the whole picture. Are we clear in our message? Do our words and body language send the same signals? Perhaps our mild-mannered, wishy-washy words and ambiguous body language signal to the dog that what we’re asking them to do isn’t really important.

One of the greatest lessons my own dog, Grace, taught me is that the way I interact with her provides accurate insights into how I relate to others. My natural style is easy-going, but this relaxed, laissez-faire demeanor of mine wasn’t effective in working with her fearful nature. She needed firm direction. If she was going to behave better, it required me to behave differently for her.

And so it is in the workplace: employees have contrasting personalities that impact how they relate to each other. Next time you want to be top dog and it’s not working, think about what kind of canine characteristics you are exhibiting and what needs adjusting for a better outcome. You’ll be dog-gone happy you did. 

Robin offers custom “Dogged Leadership” workshops for small groups and company team-building programs. For more information, contact Robin at


Member Feature: The Green Alliance

A conversation with Mike Bellamente, Managing Director and Co-Owner

Serendipity (n): finding something good without looking for it.   mikebellamente_photo.jpg

We love hearing stories that involve serendipity, and it certainly sounds like there was some at play when Mike went to meet up with his friend Sarah Brown, owner and director of The Green Alliance, for a drink at the Thirsty Moose last October and left with a deal as the future owner of The Green Alliance.

As is often the case, it’s all about timing. Mike was getting ready to start his own environmental consultancy, having worked for Climate Counts, a collaborative effort to bring consumers and companies together to address solutions around global climate change. Using a scorecard that rates the world's largest companies on their commitment to addressing climate change, consumers can make informed decisions about their purchases. Sarah Brown, had taken this scorecard and modified it to apply to a local area, providing members of The Green Alliance with a pocket shopping guide to help them make informed purchasing choices. At the time the two met last October, both Mike and Sarah were both at an interesting crossroads.   

Mike says it’s one of the most enjoyable endeavors he’s pursued in his life, where unexpectedly his interests both past and present came together with an opportunity to help move a respected and appreciated business into its next chapter. The transition happened within a few short months and last January Mike found himself stepping into his new role. As most people know, The Green Alliance hibernated over the winter, which allowed Mike and his team to regroup, talk with member businesses about priorities, and create a plan for moving forward that best serves members, consumers and the organization. Two things became clear— people really enjoy the storytelling. Sharing stories about people, who happen to own and run businesses, gives consumer a face to connect with beyond the name of a business.  These personal connections help foster and expand the community we live and work in. Second is that the Green Alliance green card, which gives members a discount at member businesses, is something that people appreciate. Loyalty speaks volumes. It became clear that it’s really difficult to rate companies using a one size fits all system- especially if you consider comparing a solar provider, a pest control company and a yoga studio. They are just different so you will see the scorecard go away.

Enter Naked Bullfrog.  What, you ask, is Naked Bullfrog? It is a new interactive platform that focuses on consumer engagement around sustainability. Consumers will use Naked Bullfrog to find and refer businesses that are committed to sustainability so that one can feel good about your purchases and reducing your impact. Think of it as a Green Yelp or Angie’s List. The name itself is symbolic—with naked referencing a commitment to transparency and the bullfrog speaking to both being both loud and green. Naked Bullfrog will have kickstarter effort underway from November 16 to December 16th. Check it out if you haven’t already. The Green Alliance is not going away—there’s just a new member of the family, so to speak.

We asked Mike what he’s most excited about as he looks ahead to 2017. His answer—the people. In his previous roles his work had him working with a national or international audience. Mike’s work at The Green Alliance gives him the opportunity to talk and connect with people in his own backyard. We all know how much it means to make connections between friends, colleagues, and business partners…and if you are able to do so knowing that sustainability is a shared priority that just feels good.  Mike is happy that NHBSR and The Green Alliance are partners and members of each other’s organizations and shares that he really values NHBSR and being able to network with like-minded businesses through programming and events. NHBSR is certainly happy for the partnership as well.

Mike welcomes the chance to talk with anyone who is interested in learning more about The Green Alliance or Naked Bullfrog. He can be reached by email at or by phone at 603.828.2626.

MEMBER FEATURE:  A conversation with Denise Sayer and Erin Holt, CCA For Social Good


We are excited to welcome CCA for Social Good as a new member of NHBSR. We had the pleasure of speaking with Denise Sayer, Vice President and Co-Innovator and Erin Holt, Manager, recently to learn more about their work and that of CCA For Social Good, whose systems provide scalable resources for nonprofits and early childcare organizations.

We are sure that many of you know Howard Brodsky, Chairman and Co-CEO of CCA Global Partners, a long-time NHBSR member and who was recognized as Business Leader of the Year by Business NH Magazine in 2012. Denise has been working with Howard for the past 12 years and was part of the team who helped conceive the idea for CCA for Social Good. It all began with a meeting with the Aspen Institute in 2007. The Aspen Institute was studying business models that could create scale and sustainability for nonprofits when they were introduced to CCA Global Partners. Soon it was clear that CCA’s business model had the potential to support nonprofits and child care in a way that no one else was doing.

After spending about a year researching the nonprofit and child care sectors, CCA Global realized that these sectors were adept at delivering services relative to their missions, but often experienced challenges with some of the administrative and operational needs of running an organization. Changes were needed but it was difficult to imagine doing so within the organization’s limits of time, budget and staffing. Howard believed then- and to this day- that businesses need to give more of themselves to help support nonprofits and childcare organizations, which are integral to the fabric of their communities. Nonprofits are like small businesses—they can’t be experts at their mission along with everything else that it takes to run a business, that’s where what they do makes the most difference.

It was with this in mind that CCA for Social Good was launched. CCA Global took their core competencies --marketing, training, business methods, human resources and other areas—and assembled best practices to create web-based platforms full of useful tools. These tools form a virtual infrastructure that organizations can access and modify to address their specific needs. Beginning with a focus on child care, was launched in 2008 followed by the launch of in 2009 to support nonprofits. One of the many exciting things about these web-based platforms is that because they are online, CCA for Social Good is able to deliver these resources to thousands of child care practitioners and nonprofits across the United States. These platforms are chock full of editable handbooks, documents, forms, checklists, and other resources that are updated seamlessly so people have immediate access to the most current information. CCA for Social Good is helping to streamline administrative tasks and strengthen these critically important organizations in countless tangible and intangible ways by helping to create and provide sustainable solutions that result in long-term change.

CCA for Social Good now has programs in 24 states and Washington DC. The programs for the childcare organizations do have a fee, but the nonprofit platform is available free of charge. This is another way that CCA for Social Good shows its commitment to their community.

We hope that you will have a chance to meet Denise and Erin at an upcoming NHBSR event or in the community. They welcome the chance to talk with you about the work they are doing.

They can be reached at:
Denise Sayer, 603-626-2121,
Erin Holt, 603-626-2109,

You can also learn more on their website: social-good.

Photo (left to right):

Jackie Wolk, Client Support Specialist
Denise Sayer, Vice President
Erin Holt, Business Manager
Monique Wanamaker, Administrative Assistant 

Member Feature: a conversation with Michael Bruss, Bruss Project Management


Please welcome one of our newest members, Michael Bruss, of Bruss Project Management, based in Concord. Actually, it’s a renewed welcome toMichael, who was a member previously when he ran Bruss Construction. We are delighted to have him join us again and to learn about his current efforts and what brought him to this point.

It’s always interesting to know what brings people to the area if they are not born here—work, people, community- sometimes all three. Michael was born in Wisconsin and studied forestry at the University of Wisconsin. In 1978 Michael moved to NH with his brother and a friend.  Michael remembers taking a trip to Canterbury Shaker Village and thinking what a treasure it was to have this historic site so close by. As a furniture and cabinetmaker himself, Michael appreciated the craftsmanship of this community. As we’ve written about in previous conversations—we all seem to have these moments when the stars align and for Michael it was 15 years later when he was asked to work on the Visitor Education Center project.

In 1983 Bruss Construction was created, his brother, James came on board 20 years later. They were a small to medium sized company that focused mainly on institutional, high end residential and medical construction. As a company with as many as 45 employees they were focused on providing a high quality product for their customers, but balanced with that was creating a workplace that was socially responsible. Michael shared that his real passion became projects for non-profits and organizations that were committed to their mission. Some of these projects included: The French wing of the Conservation center, for SPNHF, The Harris Center for Conservation Education, as well as Canterbury Shaker Village. For him the great reward is to have been involved with organizations that affect change.

As he grew professionally, Michael realized that what he enjoyed most was working with owner’s, understanding their perspective and helping to fulfill their vision. This led him to shift gears and start Bruss Project Management in 2014. Every project has its own set of challenges, its own unique cast of characters and its own opportunities for success or failure. A key role of the Construction Project Management Consultant is to provide a positive influence on the dynamic tension that is inherent in undertakings involving multiple stakeholders. The Consultant must work with the Design Team, Owner and the various project stakeholders to identify the challenges, facilitate solutions, and maintain focus on the project objectives.

While not doing the actual building himself, Michael works with owners, designs and vendors to bring a project to life. He works as a sole proprietor now, which is a conscious design, which allows him to pursue work of interest to him. Recent projects include working with non-profits, a Buddhist retreat center, a Waldorf school, a historic town hall.  Michael’s passion and drive focuses on sustainability and resilience in the built environment. He has worked extensively on preservation and adaptive reuse projects respecting our architectural heritage and recognizing that the best way to preserve a building is to make it relevant in the 21st century.

Through his work, Michael is committed to reducing the impact on the environment and climate change through responsible solutions in the build environment.  He enjoys working with organizations to understand what this means to them and finds that it is often more complex than meets the eye which keeps things interesting and challenging.

Michael welcomes the chance to get to know his fellow NHBSR members. He can be reached via email at or via phone at 603- 856-8218 (office), 603-344-1552 (cell).






By Jodi Clark of Global Round Table Leadership, Keene, NH

“Would you lead us in an improv game right now?” That was the question I received at the conclusion of a panel discussion on how to build a network at jodiheadshot2016.jpgthe recent Sustainatopia conference in Boston. I responded with, “Yes, I would be glad to!” I had not known that would be asked of me. I had simply shown up to the session wanting to participate, to be informed, enlightened, and make new connections. I was delighted to be invited to co-create the end of the session! I was grateful that I had something I could readily contribute and that it was so openly and enthusiastically received. All of the participants took part in the activity. It was a magical, emergent moment of group co-creation.

This is the essence of the improvisational theater concept of “Yes, and. . .” One person makes an offer of an idea. Another person in the scene accepts that offer without question, and then builds off of it with their own. The scene continues in this way, birthing into being one offer after another until the actors collectively decide it has come to an end. There is never a moment of “No, and. . .” or even “Yes, but. . .” as the ethos of those statements is to negate, shut down, and exclude. Improv theater is about accepting what is brought, building off of it and unequivocally supporting everyone in the scene, no matter what, in order to co-create the best possible story together.

“Yes, and. . .”  and weaving the principles of the ensemble or what we call Shared Leadership is something we are committed to supporting in our work with organizations and teams at Global Round Table Leadership. In our definition of Shared Leadership, everyone is equally responsible for the vibrancy and high function of the whole, no matter their role, status or expertise within their team or organization. When everyone in your organization shows up leading with your full selves in support of and in relationship to everyone else’s success in the organization, there is greater purpose and meaning for the team and the whole company. Your team experiences greater creative sparks in the work itself and greater capacity to create positive impact in the world with your work.

W. S. Badger is one of these workplaces where you do not need to leave parts of yourself out. The company has said “Yes, and. . .” to all who work for them by the nature of their everyday practices with each other. Recently named as one of NH Business Magazine’s Best Places to Work For and also named Best for the World and Best for the Environment by B-Lab,  Badger’s culture reflects their commitment to the wholeness of their employees, accepting the offer of everything that’s brought. In addition to the initiatives my colleagues, Lori Hanau and Claire Wheeler featured in their recent spotlight article in Conscious Company Magazine: 3 Lessons From a Case Study from a True Sharing Model, there are a number of practices and initiatives which honor the wholeness of each employee in their everyday lives with the company. When an employee asked if there could be a labyrinth on site for meditation, Badger said “Yes, and...” by supporting the employee to construct it. They have said “Yes, and. . .” to families being an essential part the work environment by implementing a Babies at Work program and building a daycare center down the street on their old company site. Badger has said “Yes!” to committing to sustainably grown ingredients for all of the products “and. . .” to ensure that the food they eat together is partially sourced from the onsite organic gardens the employees cultivate.  Badger’s “Yes, and . .” ethic has provided the opportunity for community, nourishment, and stewardship of the land to be woven into their everyday experience together.

Badger’s participatory, ensemble-like culture recognizes the inextricable link between the wholeness of each person to the wholeness of their work together and their impact on the world around them. We at Global Round Table Leadership are continually inspired by companies like Badger who offer the “Yes, and...” power of shared leadership by creating the space for their employees to be their whole selves in order to offer their full gifts.

To be in touch with Jodi and the rest of the team at Global Round Table Leadership, you can find them at or email Jodi at







MEMBER FEATURE: a conversation with Michael Redding and Bryan Dexter, Loureiro 

Let’s start by getting the pronunciation of Loureiro right—picture yourself sitting on the beach with a wide brimmed hat that we call a sombrero on to keep the sun out of your eyes. That sombrero rhymes with Loureiro (lo-rare-o)—and they may just be the people you call when you get back to the office to discuss some of your business’s building or waste management needs.

loureiro_overview_img.pngWe sat down recently with Michael Redding and Bryan Dexter, who’ve been with the company 5 and 8 years respectively, to learn more about Loureiro and the services they provide to industry, government, developers, education and healthcare, architects and attorneys. It’s not easy to describe what they do given the diversity of their work. Loureiro is an engineering firm that builds relationships with clients by developing simple, accurate solutions that their clients can rely on.  This includes everything from site planning and property development, energy efficiency and waste management, employee health & safety to regulatory compliance. From speaking with Michael and Bryan it is clear that no matter what service you may be seeking, you will find a true partner with their team. Some of their projects are big and complicated and deal with terms that you don’t hear every day- if ever- so having someone who can help guide you through the process and keep it simple is key. As a team they are there to help educate you so that you can make good business decisions. Our recent conversation focused mostly on the waste management and recycling part of the business, given it would have taken hours to cover all their services. But first a little background.

Loureiro started in 1974 in Connecticut.  The Clean Water Act had been passed by Congress in 1972 with the purpose of restoring and maintaining the nation’s water through pollution prevention and assisting wastewater treatment plants. Many towns and sites found themselves in need of help to clean up their water and waste sites. Loureiro was started in part in response to this need and continued to diversify from there. Loureiro recently helped the City of Laconia develop a solution to a dilapidated section of the downtown that was spilling trash directly in the Winnipesaukee River and flooding store fronts; the solution also sparked an attraction for visitors.  When Congress passed the Superfund Act in 1980 the EPA was authorized to identify parties responsible for contamination and hold them responsible for cleaning up the sites. Loureiro became aware of a growing number of properties that due to historically poor practices found themselves with considerable contamination that needed cleaning up. Two environmental cleanup sites that Loureiro assisted with in NH are the Woods Woolen Mill in Hillsborough and Allied Tannery in Concord.

Jumping forward a decade to the 1990’s the manufacturing industry was changing its operational perspective to begin to look at ways to manage their waste better and to find ways for greater efficiency. In response to the increasing client environmental health and safety and waste management needs, along with the desire to expand its geographic footprint, Loureiro opened the NH office in 2004.  WorkWaste, which is a subsidiary of Loureiro, was created at this time to meet their clients’ demands and to fill gaps they found in the industry.  Since then Loureiro has expanded its footprint into Massachusetts, Rhode Island, DC and North Carolina. 


WorkWaste specializes in regulated and non-regulated waste, recycling and resource management in New England. Over the last ten years recycling and finding ways to mitigate waste has taken a more prominent position in companies, particularly large businesses. Waste disposal is expensive so companies are taking a closer look at ways they can minimize their waste, which supports sustainability and their bottom line.  WorkWaste is able to track trends and options for their clients, which due to the sheer scale can amount to significant savings. As someone who is most familiar with a personal compost and weekly recycling it was fascinating to learn more about the broader waste management and recycling arena and the ways that a company like WorkWaste can help businesses be intentional in their efforts to bring about meaningful change.

loureiro_1.jpgMany of us pride ourselves on what we are able to do on our own in an effort to make a difference. When one is talking about large scale operations it is helpful to have someone with expertise to assess one’s individual situation to be able to determine the best steps to take. When working with a service company like Loureiro/WorkWaste who handles hundreds of situations you know that you have the benefit of their collective experience to help with your situation.  

This quote from Gandhi strikes us as one apt for our understanding of the service that Loureiro and WorkWaste bring to their work and their clients.

“A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to do so.”

Loureiro has a deep commitment to their clients, but also their employees. They became an ESOP (Employee Stock Ownership Program) in 1996 which gives employees a sense of ownership and the ability to contribute to and affect the long term efforts of the company. October is national ESOP month and you will find the employees of Loureiro serving in the community during an employee volunteer day. The last couple of years they have supported Easter Seals, helping with grounds work and lending their expertise on a construction project at one of their special needs facilities as well as helping at a fundraiser for their Veterans Count program. They also volunteer at The Educational Farm at Joppa Hill which is staffed almost exclusively by volunteers, helping plant garlic and build community gardens.


The NH staff is young and likes to find opportunities for fun in what can be a busy week- which can be seen at their Friday fun days where they may play Frisbee golf or wear PJs to work and start the day with a bagel breakfast.

When asked what inspired them to become members of NHBSR Michael and Bryan responded that they were impressed with the diversity of the NHBSR membership and the camaraderie that they experienced at the spring conference. While other professional organizations have a strong base of support they found themselves seeing the same people each time, so were happy for the chance to connect with and share ideas with NHBSR members from different industries. They really enjoy the opportunity to engage in pragmatic conversations around social responsibility.

We hope that you will have a chance to talk with Michael and Bryan in the year ahead—they will both be at the Sustainability Slam on October 20. They are passionate about their work and their desire to advocate and help affect change for their clients.

They both welcome the chance to speak with you if you have any questions. They can be reached at: Michael Redding,,  (603) 621-5713. Bryan Dexter,, 603-621-5709.