Green Spotlight Series: Bridging Strategy and Operations

At GreenCheck, we believe that strong collaboration is the foundation of any successful sustainability strategy, especially when it comes to connecting the technical and strategic sides of ESG performance. For larger organizations, this often means aligning energy managers and sustainability teams; for smaller companies, these responsibilities may fall on a single individual balancing both. Regardless of structure, integration across strategy and operations is key to driving impact.

For this Spotlight feature, John Kennedy, Manager of Sustainability at GreenCheck sat down with Tanner Behrend, VP of Strategic Growth at Edgecom Energy, to explore how energy and sustainability roles can work together to drive both operational efficiency and ESG outcomes.

Getting Started

John (GreenCheck): Tanner, thank you for joining us for this month’s Green Spotlight. As I’m sure you know, organizations often struggle to connect technical operations with ESG strategy. Looking forward to unpacking that with you! Let’s start by having you tell us a bit about your role at Edgecom Energy.

Tanner (Edgecom): Appreciate it, John. Great to be part of the conversation. At Edgecom I focus on strategic growth, which primarily means getting Edgecom into new markets and helping industrial and commercial facilities cut costs, reduce downtime, and tap into grid opportunities by leveraging our expertise alongside hardware and software offerings. A big part of my work is showing how everyday operations and long-term sustainability goals can actually fit together pretty seamlessly.

Roles and Contributions

John: That’s a great introduction. I know aligning those two is no easy feat, though it is the perfect segue into my first question: In your opinion, how do energy and sustainability managers each contribute to ESG performance, and where do you see the greatest opportunities for their efforts to align?

Tanner: Energy managers and sustainability leaders bring distinct but complementary strengths to ESG performance. Energy managers are close to day-to-day operations, understanding consumption patterns, efficiency opportunities, and how facilities interact with the grid. Sustainability managers, on the other hand, translate those realities into strategy, compliance reporting, and long-term ESG targets.

Often, both teams are looking at the same data but using it in slightly different ways. The challenge comes when those roles work in isolation, technical teams may optimize for cost or efficiency without tying efforts back to ESG goals, while sustainability teams may set targets that don’t reflect operational realities. But when they collaborate, the impact multiplies. Shared goals like emissions reduction, net-zero pathways, and operational resilience are best achieved when real-time energy data informs strategy.

For smaller organizations where one person might wear both hats, the key is prioritization and smart use of tools. With the right technology, individuals can balance tactical energy management with broader sustainability reporting, without compromising either.

John: That alignment sounds critical, but I imagine it’s not always easy. What are some of the common barriers or disconnects you see between these teams?

Barriers to Collaboration

Tanner: One common barrier is different KPIs. Energy managers are often measured on cost savings, while sustainability managers focus on emissions reporting or regulatory compliance. Without shared success metrics, collaboration can stall.

Another major barrier is silos. Team silos form when technical staff and strategic leaders operate in separate vacuums, energy managers talk in kilowatts and kilowatt- hour, while sustainability teams frame progress in terms of carbon intensity or ESG benchmarks. At the same time, data silos can keep the very same information locked in different systems or formats, preventing either side from seeing the full picture. Without breaking down these silos and building a shared language, critical insights are easily lost, and opportunities for alignment go unrealized.

Ultimately, silos limit performance. When teams aren’t aligned, organizations risk missing savings opportunities, underreporting progress, or failing to meet regulatory requirements.

John: Silos are a recurring barrier for our clients as well. On the flip side, when collaboration does happen, what becomes possible?

What Collaboration Unlocks

Tanner: Collaboration is key. On a day-to-day basis, it leads to more efficient processes, faster decision-making, and better use of resources. For example, integrating facility data with ESG reporting reduces manual reporting effort while improving accuracy, and enables teams to fairly evaluate & prioritize projects that contribute the most towards energy and sustainability KPIs.

Long term, shared goals like regulatory compliance, net-zero targets, or peak demand management, become much more achievable when both sides are aligned. At Edgecom, and I am sure the same at GreenCheck, we’ve seen clients make measurable progress by setting joint KPIs that tie operational savings directly to sustainability outcomes.

For smaller organizations, collaboration may simply mean being intentional about prioritization, deciding which ESG goals align most closely with energy efficiency improvements, and leaning on external partnerships or software solutions to fill capability gaps.

John: We’ve seen the same with smaller clients. With the right tools and support, even lean teams can make big strides. The bigger problem we’ve been seeing is that SMB’s are still struggling to make the business case for ESG and even energy management.

The Role of Technology

John: You mentioned tools. Technology seems critical here. How do centralized platforms help bridge the gap?

Tanner: They’re essential, especially for smaller teams or folks who are just starting out. Centralized platforms are the bridge between strategy and operations. They give both energy and sustainability teams access to the same information, in real time, with a shared frame of reference. For energy managers, that means clarity on where and when energy is being used, and how to control costs. For sustainability managers, it means reliable data that can feed directly into ESG reporting, regulatory disclosures, and progress tracking.

At Edgecom, our platform integrates grid data, facility data, billing, and production information into a single system. This creates one source of truth that drives both operational action and strategic planning. Whether for a large organization with multiple teams across different regions, or a smaller business with a single point of responsibility, that visibility enables better coordination and accountability.

John: I’d add that centralized platforms don’t just save time, they build trust. When everyone works from the same source of truth, collaboration becomes much easier and more effective.

Practical Advice

John: Let’s wrap up with some practical advice. What would you tell organizations that want to improve collaboration between their energy and sustainability teams?

Tanner: I’d suggest three things.

1. Create shared goals and KPIs. If both energy and sustainability leaders are measured on emissions intensity or net-zero milestones, not just cost savings or compliance, alignment will come naturally.

2. Regularly review targets and progress. Hold cross-functional meetings where data is reviewed together and both sides weigh in on decisions.

3. Invest in integrated tools with an emphasis on granular and real time data whenever possible. Centralized, automated platforms reduce friction and free teams to focus on higher-value work.

For smaller organizations, my advice is to prioritize and simplify. Focus on the areas where energy efficiency directly supports ESG outcomes, and don’t hesitate to lean on external expertise or technology to extend your team’s capacity. With the right tools and partnerships, even limited resources can drive meaningful ESG impact alongside significant cost savings.

John: That’s great advice, there are frequently many low hanging fruits through low and no-cost energy conservation and efficiency measures that they can focus on.

Tanner, thank you for joining us for this Green Spotlight and sharing your insights.

Tanner Behrend, CEM | VP, Strategic Growth https://www.linkedin.com/in/tanner-behrend/

Tanner Behrend, seasoned in policy, funding, and business development, specializes in energy and sustainability. With a Bachelor of Engineering in Green Process Engineering, he blends tech expertise with environmental dedication. As the VP of Strategic Growth at Edgecom Energy, he shapes Edgecom Energy’s trajectory with his leadership, innovation, and tech solutions for sustainability. Passionate about driving positive change, he advocates for sustainability on all fronts.

About Edgecom Energy

Edgecom Energy provides commercial and industrial consumers with an all-in-one energy management solution to outsmart rising energy costs. Our platform uses AI and combines real-time facility and grid analytics to deliver advanced insights and enable better decision-making, reducing costs and emissions while maximizing grid incentives.

edgecom.ai