Troy Washington’s tenure at GEBE began at a time of upheaval. Appointed as Temporary Manager in 2022, he inherited a utility company grappling with the aftermath of a major cyber-attack that exposed deeper operational weaknesses. From outdated technology to gaps in core processes, GEBE was vulnerable across critical areas like finance, human resources, and power distribution. Yet, Washington saw opportunity amidst the chaos. Through decisive leadership and a commitment to transparency, he has driven modernization efforts that aim to restore not only functionality but trust in GEBE. In this interview, he reflects on the company’s journey, his challenges as a leader, and his vision for a resilient future.
When you first took on the role of Temporary Manager at GEBE, what were the most significant operational and management challenges you identified?
In September 2022, I was appointed Temporary Manager/Special Representative with an assignment that included a general list of tasks. One of the tasks was conducting assessments. In other words, how did GEBE arrive at its situation? Together with a team of advisors, I began assessing the situation. The size of the challenge became clear quickly; specifically, GEBE was facing a mix of long-standing issues. Yes, the cyber-attack and its recovery were top-of-mind. But the more important revelation was what the cyber-incident revealed: a deeper weakness in IT and across several critical areas like finance, HR, internal controls, and production and distribution. A lack of standardized procedures and systems had created an environment prone to errors. My priority was stabilizing the financial situation, and I couldn’t have done it without the dedication of my advisors and key members of the GEBE team. The support from the Supervisory Board was and remains critical and appreciated.
Were there any specific systems or processes that you felt were outdated or missing altogether when you began your tenure?
I have a duty to the company, and I cannot and will not divulge certain information, but I can confirm that several systems were not what they should have been. My team and I started our work six months after the cyber incident, or what has become known as the ‘hack.’
Let’s start with the basics.
The company could not correctly invoice customers, so it should not be surprising that we found that the disaster recovery and business continuity plan or approach had failed. GEBE also lacked several basic internal processes and policies. And if there were policies or procedures, they weren’t always followed. For example, having data backups.
GEBE’s reliance on manual workflows made the company vulnerable, especially in critical areas like financial reporting and data management. I found that maintenance and replacement of power generating infrastructure had not been given top priority.
It is easy to play the ‘blame game’. Let’s just say the situation was not perfect, but I was determined, and I still am, to try to find the silver lining, even in a severe situation. I won’t say that the ‘hack’ was good, but it was a fortuitous wake-up call. It was clear that we needed to upgrade our technology and formalize procedures as a company, and I’m grateful for the GEBE staff’s willingness to tackle these challenges head-on with me.
What were the biggest hurdles you faced when trying to modernize or improve those systems? Were there any points of resistance, and how did you manage that?
Change is always challenging. Change is hard, especially in a company with such a long history. GEBE is an institution in St. Maarten. I accepted that some staff were, understandably, cautious about new systems and feared what would happen. After all, I was yet another ‘new guy’. In that sense, change wasn’t such a good thing. The company had experienced a lot of turmoil in its governance. However, I focused on open communication, listening, and involving people from all levels in the process to overcome this.
I had to earn trust, and to do that, I had to explain the ‘why’ behind the changes and highlight the benefits, not just for GEBE but for the individuals doing the work. Many of the changes are being carried out today. I wanted them and continue to want them to see that the change wasn’t about replacing people but empowering them with better tools. I want GEBE to regain the trust of the internal and external stakeholders.
Considering where GEBE was two years ago, and all the challenges we are facing this year, I am proud of the people at GEBE. We went from being unable to invoice to 98% accuracy in invoicing today. In September 2022, the company’s financial health was not good, and today, GEBE’s cash flow has allowed it to rise to unexpected challenges in power generation. We are not there yet, but we will get there, and I believe in the GEBE team that will get us there.
On the distribution side of the business, the SMART METER pilot project has been expanded, and we are working to add functionalities to the system to roll out new payment options for clients, like pre-paid service. A lot is going on to improve productivity, which will ultimately positively impact the service we provide to the community.
Since you’ve taken the helm, what are the most impactful changes you’ve implemented to improve internal operations and support systems for the employees?
One of the fundamental changes has been the investment in technology. We’ve upgraded our cybersecurity infrastructure and protocols, put stronger backup systems in place, and implemented clearer processes across the board. We have upgraded HR systems and continue to modernize that side of the operations. We restored the SAP system the company relies on and are working to optimize it to automate processes so our staff can focus on more customer-related and strategic issues.
Beyond the technical changes, we’ve also worked hard to create a culture of transparency. This means being open about what we’re doing and why and ensuring employees feel supported through the changes.
It was also very important to support the staff from a work environment point of view. Upgrading the building where most office staff work was essential to improving worker morale and being a good employer. An organization is about its people; if they cannot perform optimally, their work environment is not safe and unhealthy.
How do you assess the company’s current standing in terms of operational efficiency compared to when you started? What key metrics or outcomes reflect these improvements?
One of the changes I am working on is the introduction of company KPIs, so this question speaks to me as a “number man”. I like being able to quantify. We don’t have a lot of ‘hard’ data from the past, but I am convinced that we are in a much stronger position now than in September 2022.
For one thing, our financial reporting is more accurate. Four years of backlogs in financial statements have been addressed, and the last report for FY 2023 is due by the end of 2024.
Our operations are more streamlined: a key indicator of our progress has been the increased accuracy in our billing system, from less than 20% to over 98%.
Financially, GEBE’s cash flow is more stable, and we have better internal communication as a company, all of which are signs that we’re on the right path.
Leadership often involves making tough decisions. Can you share any difficult choices you’ve had to make that ultimately improved GEBE’s operations? How did you navigate the potential impact on the workforce?
As you correctly state, leadership is about decision-making. My job is to make decisions that are in the best interest of GEBE and will secure the company’s continuity for stakeholders, whether the community, customers, employees, business partners, or shareholders.
I won’t go into details, but it suffices to say that some relationships not in the company’s best interest were resolved. Every decision was balanced, well-considered, and not taken lightly.
What have you done to ensure that GEBE’s employees feel supported, valued, and empowered during these operational transitions?
I can’t stress enough that I believe that the success of any company comes down to its people. GEBE is no different. My team and I have put much effort into listening to and understanding our employees’ concerns. We’ve increased communication across all levels. I meet with the management team regularly, and I’ve had several assemblies to update staff. In addition, I have implemented walk-in Mondays, where any member of the TEAM can schedule a one–on–one with management.
Given our current challenges with the power plant, I have spent a lot of time with the technical crews, and I cannot let this opportunity pass without thanking them for their efforts. The changes on the business’s process side and the capital investments planned to transform GEBE into a state-of-the-art utility company will benefit our team and the community.
I want every employee to feel they’re part of GEBE’s transformation. I know it’s rough going now. GEBE is receiving a lot of attention, not all of it positive, but I know, because I have experienced it from the inside, that we are on the right track and that the people, the staff, are the key to our success.
As GEBE has undergone changes, how do you ensure that employees not only adapt but also feel confident in the company’s direction and in you as their leader?
In one word TIME.
Trust is built over time. I started a little over two years ago as a temporary manager. I’m not sure too many believed I would still be here. However, I’ve worked hard to earn their trust by being transparent and consistent. I’ve encouraged a culture of open communication where employees feel safe to ask questions and voice their concerns.
I lead by example; I am not just directing from above; I involve the people involved, which has helped promote a sense of confidence in both the company’s direction and in me as a leader.
GEBE needs stability and time to prove it can become a model utility company. The problems the company has faced and the challenges we are currently dealing with did not start with the infamous ‘hack’. It would be easy to blame the past, but I prefer being constructive. We need to improve, and to do that; we are changing.
Looking back on your time as Temporary Manager so far, do you feel more rewarded or regretful? What specific moments stand out to you as defining your leadership?
This has been an interesting two years, but there is more reward than regret. Obviously, there have been challenging moments. The last three months have tested me and every member of the GEBE team. But overall, I’ve seen the positive impact that our work has had. One moment that stands out was when we quickly restarted operations after the second cyber incident. Whereas the incident in March 2022 resulted in business processes coming to months-long stoppage, the second incident was resolved in 3 business days without any data loss. That’s a direct result of remedial actions taken. We were tested and passed that trial by fire, so to speak.
I’m a proud St. Maarten man, and I’m loyal. After experiencing the resilience and dedication of our employees and my advisory team, I cannot give up. They keep me motivated. My goal is to leave behind a company that is not just operationally back on track but also prepared to step into the future. That means a digital transformation and a transition to sustainable power generation. GEBE has a long and proud history, which is a strong foundation. I want GEBE to be known for its integrity, transparency, and commitment to its customers and employees.
It was a team effort that required everyone to step up, and the way our people responded showed me that GEBE is more than capable of rising to any challenge. Another show of resilience was starting operations of the containerized power plant in the middle of a storm warning to help lessen the loss of power generation capacity. GEBE is being tested and will persevere.
Has your vision for GEBE evolved since you started? If so, in what ways, and how has that affected your leadership approach?
Yes. My vision has evolved from merely stabilizing the company to setting it on a path for sustainable growth. In September 2022, my focus was on damage control, but as we progressed, it became clear that GEBE had the potential to become a modern, model utility company. The potential is in the people at GEBE. So, yes, my vision and approach had to shift to a more long-term, strategic leadership style, focusing on promoting innovation and a culture of continuous improvement.
As you look toward the future of GEBE, what do you see as the biggest opportunities and challenges for the company?
Technology and climate change are transforming our world. Therefore, digital transformation, further automation, and transitioning to sustainable power production are the biggest opportunities. GEBE must grab these opportunities to drive efficiency and improve customer service. But nothing is easy, and our challenge will be maintaining momentum. To ensure sustained success, we must learn from past experiences, remain adaptable, and adopt the best technology and governance practices. We must believe in our people and their ability to overcome and grow.
How would you like employees to feel about the future of the company, and what would you say to them to instill confidence in both GEBE’s trajectory and your leadership?
I want our employees to feel optimistic and proud of GEBE’s direction. My message to them is simple: We’ve faced some tough times, but we’ve come through them stronger. I believe in their talent and dedication; together, we can build a company that St. Maarten can be proud of. I’m confident we’re on the right path, and I appreciate you.
Source: The Peoples Tribune https://www.thepeoplestribunesxm.com
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