Worcester Business Journal

wbjournal.com | January 26, 2026 | Worcester Business Journal 19 By Janelle Drolet Janelle Drolet is vice president of sales and operations for Towerwall, a cybersecurity consulting firm in Framingham. 10) Aim to prevent costly downtime. Risk assessments help you spot weak points that can halt operations. Costs of business downtime are in the billions each year. 9) Clean up hidden weak spots from spaghetti IT. Systems bolted together over time create gaps; conducting a risk assessment will surface those loose webs. The goal is to streamline workflows before they become problematic. 8) Map your attack surface. You can't protect what you can't see, so inventory systems, apps, vendors, and data; then identify, quantify, and prioritize risks. 7) Find and protect your sensitive data. We like to say, "Don't lock up peanut butter in Fort Knox." A data classification and discovery review locates your critical information across databases, files, and cloud drives; then checks controls to monitor and limit data movement and exposure. 6) Test like an attacker. Running penetration tests by knowledgeable third parties can reveal real-world paths a hacker could take. 5) Make it routine, not a one-off. Technology and threats keep changing, so assess on a regular basis to stay ahead of new vulnerabilities and shifting needs. 4) Right-size and simplify your security stack. Many firms run around 20 inhouse tools; risk assessments can reduce complexity. 3) Use compliance mandates as both a requirement and a roadmap. Regulations and compliance certifications like SOC 2. HIPAA, CCPA, PCI DSS, and ISO 27001 expect companies to undergo regular audits and penetration testing. Even if your business is not in a regulated industry, these standards offer solid guidance and accountability. 2) Prioritize fixes by business risk, not loud alerts. Build a risk register, tackle quick wins that reduce the most exposure fast, and schedule the heavier lifts in need of planning. 1) Make it a team effort and follow through. Leadership sets priorities, staff own processes, and outside experts bring in fresh eyes. The value comes from remediating and re-checking on a scheduled basis. Making it to three generations BY JILL MCSORLEY Special to WBJ I nternships are a common step in students preparing for their future careers. ey are particularly pop- ular among college students looking to get their foot in the door of a certain industry. Managers must look to create a high-quality internship program that develops potential employees and supports company productivity. Assign meaningful tasks. It can be easy for managers to overlook the value of an intern. When people hear the term internship, they oen think of someone running errands or making coffee. However, if managers can assign them legitimate tasks, it will benefit both parties. "ere is no need to spend your valuable [and billable] How to utilize interns BY ELIZABETH HOLMES Special to WBJ O nly about 12% of family businesses successfully transition to a third gen- eration. Most fall short not because of a lack of commitment, but because continuity is treated as a future challenge, instead of an ongoing discipline. As R.W. Holmes approaches its 50th year in business, the firm is now oper- ating in its third generation of family leadership. Founded in 1976, the compa- ny has remained one of Massachusetts' largest independent commercial real estate brokerage firms by focusing on long-term stability, disciplined lead- ership, and a culture built to endure market cycles. at experience offers several lessons relevant to family-owned businesses planning for longevity. Retention starts with consistency and trust. One of the most effective reten- tion tools is stable leadership. Under President Garry Holmes' more than 30 years of leadership, R.W. Holmes has re- mained profitable through multiple real estate cycles. Consistent decision-mak- ing, clear expectations, and transparency reduce uncertainty and allow employees to focus on building long-term careers rather than reacting to constant change. at stability is reflected in employee tenure. e average employee at R.W. Holmes has been with the firm for approximately 25 years, underscoring a shared culture of trust, accountability, and long-term commitment. Culture matters. Collaboration is em- phasized across the organization, with an expectation that employees share knowledge, support one another, and contribute beyond individual roles. Hir- ing decisions are made deliberately and only when there is capacity to properly train and mentor new team members. Cultural fit is weighed as heavily as tech- nical skill, recognizing a strong culture is difficult to repair if compromised. Equally important is treating employ- ees as people first. Flexibility during major life events, recognition for con- tributions, and meaningful appreciation reinforce loyalty and trust over time. Client continuity follows an adviso- ry mindset. Many R.W. Holmes client relationships span more than 30 years. at continuity is driven by an approach that prioritizes long-term advice over short-term transactions. e firm oen works with clients well before a trans- action occurs, helping them understand market conditions, timing, and strategic options. is positions the firm as a trusted advisor. Leadership transitions should be phased, not rushed. One of the most common mistakes family businesses make is equating readiness with tenure rather than demonstrated capability. Preparing the next generation begins long before formal titles change. I joined this firm nearly nine years ago aer starting my career in consult- ing at Ernst & Young. My early years were focused on learning the core busi- ness, rather than assuming leadership immediately. I began by draing annual company goals and strategic initiatives, which were refined collaboratively and then implemented under oversight. Early initiatives were intentionally low risk and measurable, such as introduc- ing marketing efforts, implementing new technology, and launching internal reporting tools. My responsibilities expanded to include hiring, mentoring brokers, and organizational planning. In parallel, I was given exposure to broader leadership decisions by partici- pating in meetings related to financials, benefits, executive hiring, and strategic partnerships. is allowed my leadership skills to develop. Family business continuity is rarely achieved through a single handoff. Longevity is built through intentional leadership choices, disciplined prepara- tion, and a culture designed to outlast any one generation. 10 THINGS I know about ... ... IT risk assessments time making up assignments for interns who will be able to tell they are made up. Give them a project, or ask them to handle smaller tasks that will make your life easier," marketing firm Deveney writes in a post on its website. Grow future potential. Managers need to dedicate a portion of their time to interns as they hold the potential to be future employees. Maintain- ing a strong internship program can decrease the amount of searching man- agers have to do when hiring, along with getting a head start on training them. "By offering these students expo- sure to the company's culture, values, and work environment, businesses can better assess their potential for long- term success within the organization. is talent acquisition approach helps companies build a pool of skilled can- didates for future employment needs," Emily Price writes in an article for American Society of Employers. Ask for feedback. Interns can offer new ideas and a fresh perspective when starting work for a company. Not only can they identify possible areas of growth, they can also detect issues current employees and managers may overlook. It is important for managers to take advantage of feedback from interns as it can give insight as to what they can improve on. "In a true mentorship arrangement, interns work closely with their managers and can point out what the latter does well. At the same time, they can call attention to areas of their management or commu - nication style that aren't working out," Ahva Sadeghi writes in an article for Forbes. W Elizabeth Holmes is the third generation of the Holmes family to work at R.W. Holmes Realty. She is the 50-year-old firm's director of corporate services. W W

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