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HOW AI-POWERED CLIMATE RISK INTELLIGENCE IS TRANSFORMING SUSTAINABLE INVESTING?
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THE NEW ERA OF REGENERATIVE CAPITALISM AND NATURE-POSITIVE ECONOMIES
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THE NEW ERA OF REGENERATIVE CAPITALISM AND NATURE-POSITIVE ECONOMIES
EVAN J Schwartz
EDITOR’S
ProfitwithPurpose: EngineeringaBrighter Tomorrow.
Dear Readers,
Thedefiningchallengeofoureraisnolongerjustimaginingagreenerfuturebutactively engineeringitthroughrigorous,scalableaction.Westandatacriticalcrossroadswhere ecologicalresponsibilityandcorporateprofitabilitymustfinallyconverge.Itisamomentthat demandsboldvisionarieswhorefusetoaccepttheoutdatedpremisethatdoinggoodcosts money.Instead,theyprovethatsolvingtheworld’sbiggestenvironmentalproblemsisthe greatestcommercialopportunityofourtime.Itiswithimmensepridethatwepresentthe “SustainabilityTech,ESG&PerformanceInnovationLeaderstoWatchin2026.”This issuecelebratesthepioneersturningambitiouspledgesintomeasurablerealities,leveraging advancedtechnologytodecarbonizeindustriesandrewritetherulesofmodernbusiness.
LeadingthischargeonourcoverisEvanJSchwartz,theChiefInnovationOfficeratAMCS Group.Forover35years,Evanhaspossessedarareabilitytoseearoundcorners,recognizing earlyonthatresource-intensivesectorslikewasteandrecyclingwerebeingleftbehindinthe digitalrevolution.AtAMCS,heisclosingthisgapbyembeddingagenticartificialintelligence intotheverybackboneofglobalsupplychains.Hechampionsaunique“PersonPlusAI” strategy,ensuringthattechnologyelevateshumanpotentialratherthanreplacingit.Throughhis pioneeringframeworkofPerformanceSustainability,Evanisprovingthatenvironmental,social, andgovernancereportingisnotmerelyacomplianceburden.Instead,hedemonstratesthat whereveryoufindcarbonemissionspikes,youfindincredibleopportunitiesforoperational efficiency,transformingsustainabilityintoapowerfulengineformassivefinancialmargin.
Alongsidehim,wearethrilledtofeaturearemarkablegroupofchangemakersredefiningtheir respectivefields.WehonorJenniferHolmgren,thevisionaryCEOofLanzaTech;Douglas Johnson-Poensgen,theFounderandCEOofCirculor;InnaBraverman,thepioneering Co-FounderofEcoWavePower;andTaylorFrancis,thedynamicCo-FounderofWatershed.
Theseremarkableindividualsunderstandthattrueleadershiprequiresimmensecourage. They are moving beyond outdated systems of record and building intelligent systems of action. Their workservesasapowerfulreminderthatourfutureisnotsomethingthatjusthappenstous.Itisa choicewemakeeverysingleday.Lettheirstoriesinspireyoutobuildsystemsthathealour planetwhiledrivingexceptionalperformance.
Sincerely,
SIMRAN KHAN Managing Editor
Archana Ghule Publisher
Vikram Suryawanshi Editor-in-Chief
Managing Editor
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Project Editor
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Project Managers
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Visualizer
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10.
Evan J Schwartz
Francis 50. Articles
24. How AI-Powered Climate Risk Intelligence Is Transforming Sustainable Investing? 46. Why Transition Finance and Industrial Decarbonization Are Reshaping Markets?
34. The New Era of Regenerative Capitalism and Nature-Positive Economies
Chief Innovation O cer
Cover Story
EVAN J Schwartz
The Quiet Architect of a More Sustainable Industrial Future
AI is not a one-time deployment. It is a capability that must be continuously developed, and it will define how organizations operate and compete in the future.
Thereissomethingquietlyremarkableaboutthewasteand recyclingindustry.Itis,inmanyways,thebackboneof moderncivilization,touchingeverycity,everysupply chain,everybusinessoperationontheplanet.Andyet,fordecades, ithasbeenamongthelastsectorsinvitedtothetablewhendigital transformationwasbeingdiscussed.Whilefinancialservicesran predictivealgorithmsandhealthcaredeployedmachinelearning, thetrucksweredispatchedbyphonecall.Theemissionsdatawere estimated,atbest.Thepaperworkwasthickandmanualand perpetuallylate.
EvanJSchwartznoticedthisgapalongtimeago.Andformore than35years,hehasbeenthinkingcarefullyandworking systematicallyabouthowtocloseit.
HeistheChiefInnovationOfficeratAMCSGroup,aglobal technologycompanyco-foundedin2003byJimmyMartinand headquarteredinLimerick,Ireland.Thecompanyhasgrownto operateglobally,andSchwartznowstandsatthecenterofitsmost ambitiouschapteryet:embeddingartificialintelligenceintothe dailyoperationsoftheworld'sresource-intensiveindustriesand proving,inconcretefinancialterms,thatsustainabilityand profitabilityarenotopposingforcesbut,infact,theverysame force.
Overthecourseofacareerthathastakenhimthroughrolesas ChiefInformationOfficer,ChiefOperatingOfficer,Chief TechnologyOfficer,andChiefEnterpriseArchitect,hehas accumulatedsomethingconsiderablyrarerthantechnicalexpertise. Hehasaccumulatedperspective.Andinamomentwhenmost organizationsarestillfiguringoutwhattodowithAI,perspective is,arguably,everything.
ACareerSpentSeeingAroundCorners
Evandidnotarriveatsustainabilitytechnologybyaccident.He arrivedtherebyfollowingaparticularkindofinstinct:asensitivity totheplaceswheretheneedisgreatestandthetoolsarefewest.
“My focus on sustainability and resource-intensive industries emerged from recognizing a critical imbalance,” hesays. “These sectors have an outsized impact on the environment yet have historically lacked the digital maturity of other industries. That gap represents both a challenge and an opportunity.”
Eachexecutiveroleinhiscareergavehimadifferentvantagepoint onthesamefundamentalquestion:howdoesacomplex organizationactuallychange?AsCIO,hefocusedonsystemsand data.AsCOO,hewasaccountableforoperationalperformance.As CTOandarchitect,heemphasizedscalabilityanddesign.
Thisprogressionisnottheresumeofsomeonewho collectedtitles.Itistherecordofsomeonewho deliberatelywantedtounderstandtransformation fromeverypossibleangle,becausehebelieved, correctly,thatthefullpicturemattered.
Thesynthesisofthosefourrolesnowdefineshis entireapproachatAMCS.Technology,heinsists, cannotexistinisolation.Itmustbedeeplyaligned withbusinessoutcomesandoperationalrealities,and itmustbecompassionatetowardthepeoplewho havetoactuallydotheworkofadoptingit.
Thisbeliefrunsthroughhispublicwriting,including hisblogatEvanJSchwartz.com,hiscontributionsto ForbesTechnologyCouncil,andthespeaking engagementshetakeson.Heoffershisspeaking deckontheStewardshipModelandhistime,atno charge,toanyorganizationwillingtoengage seriouslywiththesequestions. “This is my passion,” hehassaid,withadirectnessthatisworthpausing on. “And I fear we only get one chance to do it right.”
TheCompanyattheCenterofItAll
AMCSGroupwasbuiltonastraightforwardbut deeplyambitiouspremise:thatthewaste,recycling, andresource-intensiveindustriesdeservedthesame qualityofdigitalinfrastructurethatothersectorshad longtakenforgranted.
Foundedin2003androotedinIreland,thecompany hasspenttwodecadesbuildingwhatEvandescribes asthe “foundational context system” thatruns resource-intensivebusinesses.Itsplatformspans enterpriseresourceplanningforwaste,recycling, fieldservices,pulpandpaper,scraprecycling,fleet maintenance,transportandlogisticsoptimization, ESGandEHSsolutions,andadvancedanalytics. Thesearecapabilitiesthat,inmostorganizations, havehistoricallylivedinisolatedsilos,each generatingitsowndisconnecteddata,eachlimiting thevisibilityofthewhole.
“Organizations have struggled with fragmented systems, manual ESG reporting, and disconnected operational data,” Evanexplains. “Our approach is to unify these capabilities into a single platform, enabling end-to-end visibility and control.”
Cover Story
ThecorevaluesguidingAMCSareclearand consistentlyapplied:customer-centricinnovation, measurablesustainabilityoutcomes,andcontinuous improvementatscale.Notably,customersarenot simplyusersintheAMCSmodel.Theyare co-innovators,providingreal-worldinsightsthat shapehowtheplatformevolvestomeetemerging challenges.Thisrelationship,betweensoftware providerandoperationalpartner,isoneEvanreturns tooften,becauseitispartofwhatmakestheAMCS approachdistinctfromgenericenterprisesoftware.
TheAMCSPerformanceSustainabilitySuiteearned theTopProductoftheYearawardfrom Environment+EnergyLeader,recognitionthat reflectsthecompany’scommitmenttoturning sustainabilityfromareportingrequirementintoan embeddedoperationalreality.WasteAdvantage MagazinefeaturedAMCSprominentlyinits January2026issue,affirmingthecompany’s expandingroleasastrategicpartnerfor resource-intensiveindustriesnavigatingan increasinglycomplexregulatorylandscape.The breadthofthatrecognitionspeakstosomething morethangoodsoftware.Itspeakstoagenuinely differentwayofthinkingaboutwhatenterprise technologyisfor.
FromSystemsofRecordtoSystemsofAction
IfthereisoneideaattheheartofEvan’scurrent work,itistherecognitionthatenterprisetechnology isundergoingashiftunlikeanythingthathascome before,andthatmostorganizationsarenotyet equippedtomeetit.
Heframesitasathree-partprogression.First camesystemsofrecord:databasesandERP platformsdesignedtocaptureandstore transactions.Thencamesystemsof intelligence:platformsthatcouldanalyze dataandsurfaceinsightsforhuman decision-makers.Now,hesays,wearemoving intosomethingaltogetherdifferent.
“We are moving from systems of record to systems of intelligence, and now toward systems of action.”
ThisistheeraofagenticAI.NotAIthat recommendsacourseofactionandwaitsfora humantoconfirmit,butAIthatcanactwithin definedparameters:dynamicallyoptimizing routesinrealtime,adjustingschedulesbased onassetperformance,automaticallyidentifying andrespondingtoESGanomalies.Theseare nottheoreticalpossibilities.Theyarebecoming embeddedinthedailyoperationsofAMCS customersacrosstheglobe.
ButEvanisprecise,evenexacting,aboutwhat makesthispossible.Anditisadistinctionthat separatesAMCSfromthebroaderfieldofAI providersclaimingtransformativeimpact.
“AI knows everything about business and maybe even your industry,” hesays. “But it knows nothing about your business and how you operate. We fill that gap.”
AMCShasspenttwodecadesbuildingthe foundationaloperationalcontextthatmakesAI genuinelymeaningfulinspecificenterprise settings.Thataccumulatedinstitutional knowledge,wovenintotheplatform,iswhat allowsagenticAItofunctionasacalibrated instrumentratherthanablunt,generictool.
AMCSGroupistheonlyprovideroffering whatEvancallsa‘PersonPlusAI’strategy:a frameworkthatdoesnotsimplyhanda companysoftware,butcandiagnoseand provideguidanceonhowAIcanbenefitthat specificcompany,andthensupplythe customerjourneynecessarytotakegenuine advantageofit,inwaysthatproducereal, measurableresults.
TheHumanattheCoreoftheMachine
WhatmakesEvan’svoiceunusualinafield oftendominatedbytechnicalevangelismis hisinsistenceonkeepingpeopleatthecenter ofeverydecision,ateverystage.
AsChiefInnovationOfficer,hisjobisnot simplytodeployAIacrossAMCS customers.Itistohelpthosecustomers navigatetheorganizationalchange managementthatadoptionrequires.Andthat, heargues,iswheremostAIinitiatives quietlycollapse.
“It’s no longer a tech challenge,” hesays plainly “It’s a digital workforce challenge.”
HisApril2026articleinForbesTechnology Council,titled“WhyAI,WhyNow,and WhyYourCompanyCan’tAffordto Wait,”makesthiscasewithcharacteristic directness.Theorganizationshesitatingon AIadoption,heargues,arenotbeing thoughtfullycautious.Theyarefalling behind.Theurgencyheexpressesisnot rootedinhype.Itisrootedinwatchingthe gapbetweenAI-readyorganizationsandthe restofthemarketwiden,inrealtime,month bymonth.
Heisalsodeliberateabouttheintellectual habitsrequiredtoleadwellinthis environment.Hedescribeshimselfas highlysensitivetoechochambersandthe single-usernarrative,andassomeonewho activelyseeksoutopposingideastotesthis ownthinking.Itisthekindofintellectual honestythatiseasytoprofessandharder topractice.
AndEvandoesnotsubscribetothe apocalypticviewofartificialintelligencethat tendstodominatepopularcoverage.Hefinds it,frankly,inaccurateandcounterproductive.
“The future isn’t happening to us,” hesays. “It happens because of us, and it is a choice. We can absolutely choose a better future, and my hope is to present a viable, positive option.”
Thisisnotrhetoricaloptimism.Itisaconsideredposition fromsomeonewhobelievesthedecisionsbeingmaderight now,inboardroomsandtechnologydepartmentsand academicinstitutions,willhaveconsequencesthatoutlast allofus.
TheBookThatSaidWhatEveryoneKnewbutNobody HadWritten
BeforeEvanbecameawidelyrecognizedvoiceonAI adoption,hewasquietlybecomingtheauthorityona problemthathasconfoundedenterprisesfordecades:the ERPimplementationthatcoststwiceasmuchasplanned, takesthreetimesaslong,andstilldoesnotdowhatitwas supposedtodo.
Hisbook,People,Places,andThings:AFrameworkfora Pain-FreeERPImplementation,publishedthroughForbes andanAmazonBestSeller,isbuiltaroundanargumentthat soundsobviousonceyouhearitbutisalmostuniversally ignoredinpractice.SuccessfulERPimplementationsare notprimarilytechnologychallenges.Theyare organizationalones.
Theframeworkhedevelopedmapsa10-stepcustomer journeyacrossthreecriticaldimensions:people,places,and things.Organizations,heargues,consistentlyover-customize theirsystems,underestimatetheimportanceofchange management,andfailtoaligntechnologywiththeactual processesofthebusiness.Thesearenotnewmistakes.They arethesamemistakes,madeagainandagain,despitedecades ofexpensive,well-documentedevidence.
Cover Story
“Despite technological advancements, these challenges persist because the underlying issues remain the same,” hewrites. “The lessons from ERP are highly relevant today as organizations adopt AI: success depends on alignment, adoption, and execution, not just capability.”
Thebookhasproventobemorethanapractitioner’sguide. Ithasbecomeaframeworkforunderstandingwhy technology,inisolation,isneversufficient,alessonEvan appliesineveryconversationhehasaboutAIadoption today TheparallelsbetweenERPtransformationandAI adoptionarenotsuperficial.Theyare,attheircore,the samehumanproblemwithadifferentcoatofpaint.
BuildingtheStewardsBusinessWillNeed
AmongtheideasEvanreturnstomostfrequentlyisone thatsitsattheintersectionoftechnology,education,and organizationaldesign:theconceptoftheAISteward.
AnAISteward,ashedefinesit,isaleaderwhois responsibleforguidingtheethical,strategic,and operationaluseofartificialintelligencewithinan enterprise.Notadatascientist,notasoftwareengineer,but someonewhounderstandsboththetechnologyandthe humansystemsitoperateswithin,andcannavigate betweenthem.
ThroughhisworkasAdjunctProfessorandChairofthe BoardofAdvisorsforComputerScienceandCybersecurity atJacksonvilleUniversity’sDavisCollegeofBusinessand Technology,Evanhasbeenactivelyworkingtoshapethe curriculumthatwilleventuallyproducetheseleaders.The facultythere,hesays,isdoingremarkablework.Butheis candidaboutthetimeline.
“Businesses need to take the lead here,” hesays, “and need to do it now.”
Itwillbebetweentwoandeightyears beforehighereducationreliablyproduces AIStewardsatthescalethatbusiness requires.Thatgapisnotsomething organizationscanaffordtowaitout.The companiesthatbuildinternalAIcapability today,thatinvestinAIliteracyacrossthe enterprise,establishgovernance frameworksearly,andpursue use-case-drivenadoption,willdefinethe competitivelandscapeofthenextdecade.
AIischangingbusinessneeds,heobserves, fromahuman-centric,repetitivedeliveryof excellencetoahuman-driven,iterative problem-solvingthatiscapableof deliveringorders-of-magnitudemultipliers inoutput.Thisis,inhisview,notathreatto humanrelevancebutaninvitationtoa richerkindofwork.Therepetitivetasksare delegatedtomachines.Theconsequential decisions,thecreativeleaps,theempathetic judgments,thoseremainhuman.
Forleadersnavigatingthistransformation, AI is not just a tool. It is a foundational capability that will define how organizations operate and compete in the future. Theorganizationsthattreatitas suchandbuildtheinternalstructuresto supportitwillbetheonesthatlead.
WhenSustainabilityBecomesaSource ofMargin
PerhapsnowhereisEvan’sthinkingmore practicallyconsequentialthanintheareaof ESG.Formostenterprises,environmental, social,andgovernancereportingremainsan obligation:acomplianceexercisemanaged byasmallteam,filedannually,andlargely disconnectedfromthebusinessdecisions thatactuallyshapeenvironmental outcomes.
Evanarguesthisispreciselythewrongway tolookatit,andAMCShasspentthree yearsbuildingtheevidencetoproveit.
AtAMCS,ESGisintegrateddirectly intooperationalworkflows,enabling real-timevisibilityanddecision-making acrosstheenterprise.Thistransforms ESGfromaretrospectivereporting exerciseintoproactive,embedded management.Anditconnects,in concretefinancialterms,tothe performanceofthebusiness.
Theplatformhasenabledorganizations toreducefuelconsumptionthrough optimizedrouting,improverecycling efficiency,andstreamlineESGreporting processesthatwerepreviouslymanual, fragmented,andunreliable.Theseare notabstractimprovements.Theyare measurableoutcomesthatshowupona balancesheet.
“We haven’t forgotten the fiduciary responsibility our customers have to their shareholders and to the planet’s stakeholders,” “Our focus on Evansays. ‘Sustainable AND Profitable’ is unique.”
Overthepastthreeyears,AMCShas beenbuildingandprovingaspecificand powerfulthesis:whereveryouseespikes inCO2emissionsacrossacompany’s ESGprofile,youwillfindopportunities foroperationalefficiencyand bottom-linefreecashflowimpact. Sustainability,understoodcorrectly,is notacostcenter.Itisasourceofmargin.
EvancallsthisframeworkPerformance Sustainability.Itmaybethesinglemost importantideaAMCShasbroughtto market,andthemostdirectanswertothe questionthateveryexecutivewithan ESGmandateeventuallyasks:whatdoes thisactuallydoforthebusiness?
Thefullscopeofthisphilosophy,and thetoolsthatmakeitoperational,is documentedacrosstheAMCSresources availableatamcsgroup.comandthrough Evan’songoingwritingandpublic engagementatEvanJSchwartz.com.
The Choice That Defines This Moment
ThereisaqualitytoEvanJSchwartz’s thinkingthatisdifficulttocapturefullyinasingleprofile.He isprecisewithoutbeingcold.Heisurgentwithoutbeing alarmist.Heholdscomplexitywithpatienceandstillmanages tospeakinsentencesthatanyonecanfollow After35yearsat theintersectionofenterprisearchitecture,operations,and transformation,hehastherarequalityofsomeonewhohas earnedhiscertaintybuthasnotletithardenintorigidity
HeenvisionsafutureinwhichAImanagestherepetitiveand thetransactional,freeingpeopletofocusontheiterative problem-solvingandconsequentialdecision-makingthat actuallyrequireahumanmind.Itisamorefulfillingfuture,he believes,foreveryoneinvolved.Butitwillonlyarriveif organizationsbuilditdeliberately,startingnow,with governanceandliteracyandacomposablearchitecturethatcan evolveasthetechnologydoes.
Educationmustadapt,fromelementaryschoolthrough graduateprograms.OrganizationsmustbuildinternalAI capabilitiesratherthanwaitingforthemarkettodeliverthem ready-made.Andleadersmustunderstand,beforeanything else,thatthisisaworkforcechallengelongbeforeitisa technologychallenge.
“We’re driving global change in how people perceive themselves, their identity, and the value they provide to society,” hesays. “I do not subscribe to the apocalyptic view of AI. The future isn’t happening to us. It happens because of us.”
ForEvanJSchwartz,after35yearsofbuildingsystems, leadingtransformations,andwatchingresource-intensive industriesslowlywakeuptowhattechnologycandoforthem, theworkisasurgentasithaseverbeen.Thetoolsarebetter. Theplatformisproven.Thecase,betweensustainabilityand profitability,hasbeenmade.
Thechoice,hekeepsremindinganyonewhowilllisten, isourstomake.
“
We view our customers not just as users, but as co-innovators, providing real-world insights that inform how we evolve our solutions to meet emerging challenges.
Founder | Circulor
Thereareexecutiveswhomanagecompanies,
andthenthereareexecutiveswhobuild themfromnothing,rebuildthemunder pressure,andpivotthemwhentheworldshifts beneaththeirfeet.DouglasJohnson-Poensgenis firmly,unmistakablythesecondkind.
Withmorethanthreedecadesofoperatingleadership acrossclimateandindustrialtechnology,financial services,telecommunications,media,technology, defence,andgovernment,Douglashasdonethework thatmostbusinessleadersonlyreadaboutincase studies.Hehasbuiltbusinessesfromconceptto globalscale,ledcomplexbusinessmodelpivotsunder commercialandregulatorypressure,anddelivered majoroperationalturnaroundsinenvironmentsthat areregulated,politicallysensitive,andunforgivingof hesitation.
TheBTandBarclaysYears
BeforefoundingCirculor,Douglasheldsenior leadershiprolesatBTGlobalServicesandBarclays
AtBT,hewasaseniormemberoftheteamthat delivereda450%EBITDAincreaseonan£8.5billion businessturnaround.Thenumbersarestriking,but whattheyrepresentisevenmoreso:anorganization indistress,reshapedunderpressureintosomething profitableandfunctional.
AtBarclays,heresolvedtwosignificanthistorical regulatoryissuesthroughcomplexmulti-party negotiations.Theoutcomewasadirectsavingof approximately£250milliontothebank.Thesewere notsmallcorrections.
Theywerehigh-stakesnegotiationswithreal institutionalconsequences,andDouglasnavigated themsuccessfully.
Whatthoseyearsultimatelygavehimwasnotmerely financialoroperationalexpertise,butadeeper understandingofhowglobalsystemsbehaveunder pressure,howregulationreshapesmarkets,andhow institutionsrespondwhentransparencybecomes unavoidable.Thatunderstandingwouldlaterbecome foundationaltoCirculoritself.
BuildingCirculor
DouglasfoundedCirculorwithaspecificandurgent mission:tobringtransparencytoindustrialsupply chains.Overeightyearsatthehelm,hescaledthe companyfrominceptiontoglobalmarketleadershipin industrialsupplychaintraceability.
ThepartnershipsCirculorbuiltareameasureofthe trustthemarketplacedinit.Majorautomotiveand energycompanies,includingVolvo,JaguarLand Rover,Total,BHP,andBoeing,cameonboard.The companyalsocontributedtothedevelopmentof batterypassportstandardsacrossEurope,workthat sitsattheintersectionofregulatorycomplianceand climateaccountability.
Atatimewhenenterpriseswereunderincreasing pressuretoprovetheethicalsourcing,carbon footprint,andregulatorycomplianceoftheirsupply chains,Circulorpositioneditselfnotsimplyasa softwareplatformbutasasystemof industrialaccountability.
Usingtraceabilitytechnologies, real-timesupply-chainvisibility,and emissionsintelligence,thecompany helpedtransformESGfromareporting exerciseintoanoperationalcapability
TheWorldEconomicForumrecognized thesignificanceofwhatwasbeingbuilt, namingCirculoraTechnologyPioneer in2022andDouglasaGlobal Innovatorin2024
ThePivotThatDefinedaTenure
WhatmakesDouglas’sstoryatCirculor particularlyinstructiveisnotthegrowth. Itisthepivot.Identifyingstructural shiftsintheregulatoryandpolitical landscape,herepositionedCirculorfrom climateandESGtraceabilityto cross-bordertradecompliance,targeting obligationsundertheEUBattery Regulation(EUBR),theEU DeforestationRegulation(EUDR),the CarbonBorderAdjustment Mechanism(CBAM),andtheBasel Convention
Thisispreciselythekindofmovethatis easytodescribeanddifficulttoexecute. Thecompanyhadtomaintain commercialmomentumthroughthe transition,allwhilemanagingthe complexityofabusinessmodelthatwas fundamentallychangingshape.
Theshiftreflectedsomethinglarger happeningacrosstheglobalindustry
Sustainabilitywasnolongerbeing treatedasavoluntarycorporate initiative.Itwasbecomingembeddedin internationaltrade,procurement, manufacturing,andmarketaccessitself. Douglasrecognizedthattransitionearly andpositionedCirculoraccordingly
“The ability to read the landscape before the landscape reads you is where experienced operators earn their distinction.”
In2025,Douglaswas namedtotheTIME100Climatelist, whichrecognizesgloballeadersmaking ameaningfulimpactontheclimate crisis.Itisarecognitionthatplaced himalongsidesomeofthemost consequentialclimatefiguresofthe moment,asignalnotjustofpast achievementbutofongoingrelevance. Douglasis,athiscore,abuilderanda pivotartistinthemostdisciplined sense.Hebuildstoscale,hepivots underpressure,andhedoesbothwith thekindofdeliberateintelligencethat comesfromthirty-plusyearsofdoing thehardthinginhardplaces.
Whatmakeshisworkespecially consequentialisthatitaddressesoneof thedefiningquestionsfacingmodern industry:howdoglobalsupplychains becomesimultaneouslytransparent, compliant,resilient,andsustainable? ForDouglasJohnson-Poensgen,the answerhasneverbeenabstract.Itis builtthroughsystems,standards, operationalvisibility,andthe willingnesstoredesignindustrial accountabilityfromthegroundup.
In2026,investorsarenolongeraskingonlyonequestion beforefundingacompany: “Will this business make money?” Theyareaskingsomethingfarbiggerandfar moreurgent: “Will this business survive the climate future?”
Thatsingleshiftischangingtheentireworldofsustainable investing.
Adecadeago,climateconversationsmostlylivedinside conferences,activistcampaigns,andgovernmentreports. Today,theysitdirectlyinsideinvestmentboardrooms,startup pitchdecks,venturecapitalmeetings,andbillion-dollar portfoliodecisions.Andthemostfascinatingpart?Artificial intelligenceisnowbecomingthebrainbehindthosedecisions.
Frompredictingfloodsbeforetheydestroyinfrastructureto helpinginvestorsidentifyclimate-resilientbusinessesyears inadvance,AI-poweredclimateriskintelligenceisrapidly transforminghowcapitalmovesacrossindustries.That’s huge.Isn’tit?
For budding entrepreneurs and startup founders, this is not just another technology trend. It is a once-in-a-generation business opportunity.
Thefounderswhounderstandclimateintelligencetodaymay becomethemostvaluablebusinessleadersoftomorrow
WhyClimateRiskBecameaFinancialReality
Foryears,climatechangewastreatedasanenvironmental issue.Nowitisafinancialissue.
Accordingtoglobalinsuranceestimates,climatedisasters causedhundredsofbillionsofdollarsindamageworldwide duringrecentyears.WildfiresinCanada,floodsinEurope, extremeheatwavesinIndia,andhurricanesinthe UnitedStatesdisruptedsupplychains,destroyed infrastructure,andshookinvestorconfidence.
Investors finally realized something important.
Climate risk is business risk.
Ifastartup’sfactoryislocatedinaflood-pronearea,investors care.Ifacompanydependsheavilyonunstablewatersupplies, investorsnotice.Ifrisingtemperaturesthreatenagricultural production,investorspayattention.
ThisisexactlywhereAI-poweredclimateriskintelligence entersthepicture.
WhatExactlyIsAI-PoweredClimateRisk Intelligence?
Insimplewords,AI-poweredclimaterisk intelligenceusesartificialintelligence,satellitedata, predictiveanalytics,andmachinelearningmodelsto predictclimate-relatedthreatsandopportunities.
Thinkaboutitlikethis.
Insteadofreactingafteradisasterhappens, businessescannowanticipateproblemsyears earlier
AIsystemscananalyze:
● Floodprobabilities
● Heat-wavepatterns
● Waterscarcityrisks
● Carbonemissionsdata
● Energyconsumptionbehavior
● Supply-chainvulnerabilities
● Extremeweatherforecasts
●Cropfailureprobabilities
Thatisincrediblypowerful.
Forinvestors,thismeanssmarterinvestment decisions.
Forfounders,thismeansbuildingstronger businesses.
WhyInvestorsAreObsessedWithClimate Intelligencein2026
Hereisthesurprisingreality
Manyinvestorsarenolongersimplysearchingfor the “fastest-growing startup.” Theyaresearching forthe “most climate-resilient startup.”
Thatdifferencematters.
Largeinvestmentfirmsnowrelyheavilyonclimate analyticsbeforeinvestingininfrastructure,logistics, agriculture,fintech,manufacturing,andenergy startups.
Evenbanksareintegratingclimate-riskscoring systemsintolendingdecisions.
Why?
Becauseinvestorshavelearnedpainfullessons.
Abusinesscanlookprofitableonpaperbutstill collapseduetoclimate-relateddisruptions.
Imaginebuildingamultimillion-dollar warehousenearacoastalareaonlytoface repeatedfloodingwithinfiveyears.Thatsounds devastating,doesn’tit?
AIclimateintelligencehelpsinvestorsavoid thosecostlymistakes.
TheStartupsQuietlyWinningBig
Someofthemostexcitingstartupsin2026are notsocialmediaappsorentertainmentplatforms.
Theyareclimateintelligencecompanies.
Acrosstheworld,startupsarebuildingAI systemsthathelpgovernments,insurers, manufacturers,andinvestorspredictclimate disruptionsbeforetheyhappen.
IntheUnitedStates,severalclimate-datastartups arehelpinginsurancecompaniescalculate wildfireriskswithextraordinaryprecision.
InIndia,agritechstartupsareusingAI-powered weatherforecastingtohelpfarmersimprovecrop decisions.
InEurope,renewable-energycompaniesare usingpredictiveAImodelstooptimize power-gridefficiency
Thesecompaniesareattractingseriousinvestor attentionbecausetheysolvereal-world problems.
Andhereistheexcitingpartforentrepreneurs.
Youdonotnecessarilyneedtobuilda “climate company” tobenefitfromthisshift.
Evenstartupsinlogistics,fintech,realestate, retail,manufacturing,andhealthcarecanuse climateintelligenceasacompetitiveadvantage.
WhyFoundersShouldPayAttentionRightNow
Manyentrepreneursstillbelieveclimateintelligenceonly matterstogiantcorporations.
Thatisamistake.
Thestartupecosystemischangingquickly.
Investorsincreasinglyexpectfounderstounderstand sustainability,resilience,andlong-termoperationalrisks.
Afounderwhocanconfidentlyexplain:
● climateresiliencestrategies,
● sustainablesourcing,
● energyefficiency,
● AI-drivenriskforecasting,
● andenvironmentaladaptation, instantlyappearsmorefuture-ready
Thatcreatestrust.
Andtrustattractscapital.
Thisisespeciallyimportantbecauseyoungerconsumers alsocaredeeplyaboutsustainability.GenZbuyersare activelysupportingbrandsthatdemonstrateenvironmental responsibility
Soclimateintelligenceisnotonlyaboutinvestor confidence.
Itisalsoaboutbrandreputation.
TheRiseofClimateFintech
Oneofthefastest-growingsectorsconnectedto AI-poweredclimateriskintelligenceisclimatefintech.
Thisspacecombines:
● sustainablefinance,
● carbonaccounting,
● ESGanalytics,
● climateinsurance,
● greenlending,
● andpredictiveinvestmentsystems.
Thatmaysoundcomplexinitially,buttheopportunity isenormous.
Imagineafintechplatformthathelpssmallbusinesses calculateclimaterisksbeforeopeninganewfactory.
Orabankingappthatrewardscompaniesforlowering carbonemissions.
Oraninvestmentplatformthatpredictswhichregions maybecomeclimate-vulnerableduringthenext decade.
Thatfutureisalreadyarriving.
Andinvestorsarepayingattentionveryclosely
TheHumanSideNobodyTalksAbout
Hereissomethingmanybusinessarticlesignore.
Climateintelligenceisnotonlyaboutnumbers.
Itisaboutpeople.
Behindeveryfloodpredictionorheat-riskanalysisare realfamilies,workers,communities,and entrepreneurstryingtoprotecttheirfuture.
Thatemotionalrealitymatters.
Afounderbuildingresilientinfrastructurein vulnerablecommunitiesisnotjustbuildinga business.
Theyarebuildingsecurity,hope,andsurvival.
Thatisonereasonwhyclimate-techfoundersoften attractdeeplyloyalcustomersandinvestors.People wanttosupportbusinessesthatsolvemeaningful problems.
Andhonestly,thatfeelsinspiring.
WhatSmartEntrepreneursShouldDoNext
Ifyouareafounderoremergingbusinessleader,here arepracticalwaystostayahead:
1. LearnClimateDataBasics
Youdonotneedtobecomeaclimatescientist.But understandingenvironmentalrisktrendscangive youamajorbusinessadvantage.
2. IntegrateSustainabilityEarly
Waitinguntilyourcompanybecomeslargeisrisky Investorsincreasinglyrewardstartupsthatbuild sustainabilityintooperationsfromthebeginning.
3. UseAIToolsStrategically
AI-poweredanalyticscanimproveenergyefficiency, logistics,forecasting,andoperationalresilience.
4. BuildTransparentCommunication
Consumersandinvestorsappreciatehonesty.Ifyour companyisworkingtowardsustainabilitygoals, communicatethemclearly.
5. ThinkLong-Term
Thestrongestbusinessesofthenextdecademaynotbe thefastest-growingcompanies.
Theymaybethemostadaptable.
MyOpinion
AI-powered climate risk intelligence is no longer a futuristic concept reserved for billion-dollar corporations. It is becoming a foundational business necessity
Theentrepreneurswhoembracethisshiftearlywilllikely buildstronger,moretrusted,andmoreresilientcompanies intheyearsahead.Moreimportantly,theywillunderstand somethingmanybusinessesstilloverlook:sustainabilityis nolongerseparatefromprofitability Thetwoarebecoming deeplyconnected.
Thatiswhyfounderswhocombineinnovationwithclimate awarenessareincreasinglystandingoutinglobalmarkets. Theyarenotmerelybuildingstartups.Theyarehelping shapethefutureeconomy.
Andperhapsthatisthemostexcitingpartofall.
Ifthisblogchangedthewayyouthinkaboutsustainable investingandclimateintelligence,shareitwithyour entrepreneurfriends,startupcommunities,andbusiness network.Thefuturebelongstoleaderswhopreparebefore theworldforcesthemto.
Founder | Eco Wave Power
Inna BRAVERMAN
Born Into a Disaster, Building the World’s Cleanest Energy
Somestoriesbeginincrisis.InnaBraverman’sstorybeginsincatastrophe,andthen, remarkably,insurvival.ShewasborntwoweeksbeforetheChernobylNuclear Disasterof1986,arrivingintoaworldalreadythickwiththeconsequencesof uncheckedindustrialpower.Inthedaysthatfollowedherbirth,shesufferedrespiratory arrestduetothepollutionsaturatingtheregion.Hermother,anurse,foundherinhercribin timeandgavehermouth-to-mouthresuscitation.Thatactofcaresavedherlife.
Shereceivedasecondchance.Shedecidedtouseit.
TheFoundingofEcoWavePower
InnafoundedEcoWavePowerattheageof24,anactofaudacitythatrequiresappreciation onitsownterms.Thecompany’smissionwas,andremains,elegantinconceptand formidableinexecution:harnessthenatural,perpetualenergyofoceanandseawavesto generatecleanelectricity
Today,EcoWavePowertradesonNasdaqStockholmunderthetickerECOWVE,making thecompanythe first Israeli company ever to list on Nasdaq Stockholm.Thecompanyisalso listedonNasdaqUSunderthetickerWAVE.Underherleadership,thecompanyinstalledits firstgrid-connectedwaveenergyarrayandsecuredaprojectspipelineof404.7megawatts,a figurethatrepresentsenormousfuturepotentialforrenewableenergygeneration.
ForInna,waveenergyisnotsimplyanenvironmentalconcept.Itisaninfrastructure question.Theworld’scoastlines,ports,andmarinestructuresalreadyexist.Hervisionwas totransformthoseexistingstructuresintodistributedclean-energyassetscapableof generatingreliableelectricitywithoutconsumingadditionallandordisruptingsurrounding ecosystems.
TheScienceoftheSurf
ThetechnologyInna’scompanyhasbuiltconvertsthekineticenergyofwaves intoelectricity,usingfloatersattachedtoexistingmarinestructuressuchaspiers, jetties,andbreakwaters.Becauseitattachestoinfrastructurealreadyinplace ratherthanrequiringnewconstructionatsea,thesystemisdesignedtobe scalable,cost-effective,anddeployablewithouttheenvironmentaldisruption associatedwithmanyoffshoreenergyprojects.
Itis,inotherwords,exactlythekindofsolutionthatlooksobviousonce someonehasbuiltit,butthatrequiredaparticularkindofpersistencetobring intoexistence.
WhatdistinguishesEcoWavePowerwithintherenewable-energysectorisits emphasisonpracticalityandcommercialdeployment.Ratherthanpursuing experimentalsystemsisolatedfromreal-worldinfrastructure,thecompanyhas focusedoncreatingtechnologythatcanintegrateintoexistingcoastal environmentsandscalethroughoperationalpartnershipswithports, municipalities,andenergyproviders.
AWallofRecognition
TheawardsthathavefollowedInna’sworkarenotmerelyceremonial.They representaglobalacknowledgmentthatshehasbuiltsomethingreal.Shehas beenrecognizedbyWiredMagazineasoneofthe “Females Changing the World” andbyFastCompanyasoneofthe “Most Creative People in Business” for2020.SheisthewinneroftheUnitedNationsGlobalClimateActionAward inthecategory “Women for Results,” andtherecipientoftheWomen4Climate AwardbyC40.
ShehasbeennamedinSmithsonianMagazine’slistof “Eight young innovators with ingenious ideas for the future of energy,” recognizedasa“NetZeroHero” bytheSustainableMarketsInitiativeatCOP26,andnamedamong“50ofthe World’sMostInfluentialJews”byTheJerusalemPost.
FurtherrecognitionsincludetheGreenInnovationAwardundertheEuropean TechWomenAwards2020bytheUKDepartmentforInternationalTrade,the MotherEarthAwardbyGradesofGreen,theGlobalLeadershipAwardbyVital Voices,theInnovationAwardbyAltaSeaatthePortofLosAngeles,theSDG ExcellenceAwardbyWEEMPOWER,andtherecognitionasoneof“48Israelis whoareuniquelyshapingIsraelandtheworld”byIsrael21c.CNNcalledher “Tomorrow’sHero.”MSN.COMnamedheramongthe30mostinfluential womenofthe21stcentury.Medium.comincludedherinits “100 makers and mavericks.” Sifted.euplacedheramongthe “80 European founders and companies shaping the post-pandemic world.”
SheisalsotherecipientoftheSDGExcellenceAwardbyWEEMPOWER,a finalistfortheEUPrizeforWomenInnovatorsandtheWallingWallsAwardin theCategory “Science Breakthrough of the Year,” andawinnerofthe OutstandingYoungInnovatorawardrecognizedbymultipleglobalinstitutions.
A Personal Reckoning
Itwouldbeeasytoframe Inna’sstoryasanarrativeof triumphoveradversity,andit isthat.Butitisalsosomething quieterandmorepersonal:the storyofawomanwho understood,fromthevery beginningofherlife,thatthe wayweproduceenergyhas consequencesthatare immediateandhumanand sometimesfatal.Shewasthe consequenceonce.Shehas spenthercareermakingsure othersdon’thavetobe.
WhatmakesInna’swork especiallyconsequentialisthat itexpandstheglobal conversationaroundrenewable energyitself.Solarandwind maydominateheadlines,but waveenergyrepresentsanother vastandlargelyuntapped sourceofcleanpower.Her workasksadeceptivelysimple question:iftheoceansare alreadymovingeverysecond ofeveryday,whyshouldn’t thatmotionhelppowerthe future?
ForInnaBraverman, sustainabilityisnotanabstract ambition.Itispersonalhistory transformedintoinfrastructure, resiliencetransformedinto innovation,andsurvival transformedintoenergyforthe nextgeneration.
MyOpinion
The rise of regenerative capitalism is more than an economic trend. It represents a deeper transformation in how businesses define success.
Thestrongestcompaniesofthefuturemaynotbe rememberedonlyforrevenuegrowthormarketvaluation. Theymayberememberedfortheirabilitytocreate prosperitywhilestrengtheningecosystems,communities, andlong-termresilience.
Thatiswhynature-positiveeconomiesareattracting growingattentionfrominvestors,innovators,and forward-thinkingentrepreneursworldwide.
Businessesthatgenuinelycontributetoenvironmental restorationarenolongerviewedasidealisticexperiments. Increasingly,theyarebecomingsmart,competitive,and future-readyenterprises.
Andperhapsthatisoneofthemosthopefulbusiness storiesofthisgeneration.
Ifthisbloginspiredyoutorethinkthefutureofbusiness andsustainability,shareitwithfellowentrepreneurs, startupfounders,students,andchangemakers.Thenext generationofbusinessleadershipmaybeginwith conversationsexactlylikethisone.
CEO | LanzaTech
Jennifer HOLMGREN
The Woman Who Taught Carbon to Start Over
Thereisaparticularkindofscientistwhoseesthe worldnotasitis,butasitcouldberearranged.
JenniferHolmgrenisthatkindofscientist.Bornin Colombiain1962,shecametochemistrynotthrough anyobviousstraightlinebutthroughastubbornbelief thatthemoleculesbeneathourfeetandfloating throughourairare,asshemightsay,simplywaiting tobereassigned.
SheholdsaB.Sc.fromHarveyMuddCollege,aPh.D. fromtheUniversityofIllinoisatUrbana-Champaign, andanMBAfromtheUniversityofChicago.What thesecredentialsdescribe,though,islessarésumé thanadeliberateaccumulationoftools.Shewantedto understandmaterialsattheirmostfundamentallevel, andshealsowantedtounderstandbusiness,because onewithouttheother,sheseemedtounderstandearly on,wasnotenoughtochangetheworld.
TheHoneywellChapter
BeforeLanzaTech,JenniferspentyearsatUOPLLC, aHoneywellCompany,wheresheservedasVice PresidentandGeneralManageroftheRenewable EnergyandChemicalsbusinessunit.
Underhermanagement,UOPtechnologybecame instrumentalinproducingnearlyalloftheinitialfuels usedbycommercialairlinesandthemilitaryforthe testingandcertificationofalternativeaviationfuel.It waspioneeringwork,butitwaspreparationfor somethinglarger.
Eventhen,theworkpointedtowardadeeperrealization: reducingemissionsalonewouldnotfundamentally changetheindustrialsystem.Carbonitselfneededa secondlife.
CarbonasaResource,NotaWaste
WhenJenniferjoinedLanzaTechasitsCEO,she steppedintoacompanythatwasproposingsomething almostcounterintuitive:thatthecarbonemissions pouringoutofindustrialfacilitieswerenotwastetobe capturedandburied,butrawmaterialtobereused.
ForHolmgren,thechallengewasneversimplyabout preventingcarbonfromenteringtheatmosphere.Itwas aboutredesigningtheindustrialequationaltogether, transformingwastestreamsintoproductiveassetswithin acirculareconomy
LanzaTech’stechnologyworksthroughgas fermentation.Aspecialtymicrobeprocesses carbon-richindustrialwastegases,includingcarbon monoxideandcarbondioxide,andconvertstheminto ethanolandotherplatformchemicals.Those chemicalsbecomethebuildingblocksofeveryday products:packaging,textiles,andfuels.Thecompany, publiclytradedonNasdaqunderthetickerLNZA,has beencalledtheworld’sfirstpubliccarbon transformationcompany.
In2024,Dr.Holmgrenappearedwearingajacket madefromrecycledcarbonemissions,adeliberateand quietlypowerfulstatementaboutwhathercompany cando.LanzaTechhaspartneredwithLululemonto createtheworld’sfirstfabricusingrecycledcarbon emissions,turningindustrialpollutionintoconsumer goods.
WhatdistinguishesLanzaTechisnotonlythescience butthescalabilityofthemodel.Thecompany’s systemsaredesignedtointegratedirectlyintoexisting industrialoperations,allowingmanufacturers, refineries,andheavyindustriestoconvertemissions intocommerciallyviableoutputswithoutrebuilding theirinfrastructurefromscratch.Indoingso, LanzaTechpositionssustainabilitynotasacostcenter, butasanewindustrialvaluechain.
AwardsandaLandmarkTrackRecord
Therecognitionhasfollowedtheresults.In2015, Dr.HolmgrenandherteamatLanzaTechwere awardedtheU.S.EnvironmentalProtectionAgency PresidentialGreenChemistryAward Thatsame year,shereceivedtheBIORosalindFranklinAward forLeadershipinIndustrialBiotechnologyandthe OutstandingLeadershipAwardinCorporate SocialInnovationfromtheYWCAMetropolitan Chicago.
In2016and2017,shewasrankednumberoneonthe listofthe100mostinfluentialleadersinthe BioeconomybyBiofuelsDigest.In2022,shereceived anhonorarydoctoratefromDelftUniversityof Technology
Alsoin2022,LanzaTechenteredtheEarthshotPrize competition,becomingoneof15globalfinalistsand the only finalist from the United States,acompetition establishedandbackedbyPrinceWilliam.
A CarbonSmart Future
UnderDr.Holmgren’sguidance,LanzaTechspunoff LanzaJet,asustainableaviationfuelproductionplantin Soperton,Georgia.Thecompanyisnowworkingacross China,Europe,andIndia,withJapannextonthehorizon. Thegoalisnotmodest.Itistotransformhowtheworld thinksaboutcarbonitself,notasapoisontobeeliminated, butasaresourcetoberecapturedandreused.
“We are changing how people think about carbon by creating opportunities to create value from waste.”
Jennifer,forherpart,seemstounderstandthata #CarbonSmartfuturewillnotbebuiltinasinglelaboratory Itwillbebuiltfacilitybyfacility,moleculebymolecule,over decades.Shehasbeenbuildingitformorethantwentyyears, andshedoesnotappeartobeslowingdown.
Whatmakesherworkespeciallyconsequentialisthatit challengesoneofmodernindustry’soldestassumptions:that economicgrowthandenvironmentalresponsibilitymust existintensionwithoneanother.Underherleadership, carbonisnolongermerelyanoutputtomanage.Itbecomes aninput,aresource,andpotentiallythefoundationofan entirelynewindustrialsystem.
ForJenniferHolmgren,thefutureofsustainabilityisnot aboutaskingindustrytostopproducing.Itisaboutteaching theindustryhowtoproducedifferently
Why Transition Are Reshaping Markets?
Something enormous is happening quietly inside the global economy.
Factories are changing.
Energy systems are changing.
Investment strategies are changing.
And surprisingly, many young entrepreneurs still have no idea how massive this transformation could become.
In2026,oneofthemostimportantforces reshapingglobalbusinessistheriseof transitionfinanceandindustrial decarbonization.
Atfirstglance,thosetermsmaysoundtechnical orcomplicated.Buttheirimpactreachesalmost everyindustryonEarth.
Fromsteelplantsandtransportationnetworkstoconstruction companiesandmanufacturingstartups,businesseseverywhereare underpressuretoreducecarbonemissionswhileremainingprofitable.
Thatchallengeiscreatingoneofthebiggestinvestmentopportunities ofthedecade.
Andhonestly,thescaleofthistransitionisastonishing.
Foremergingfoundersandbusinessleaders,understandingthisshift earlycouldbecomeamajorcompetitiveadvantage.
WhatIsTransitionFinance?
Transitionfinancereferstofundingthathelps carbon-intensiveindustriesmovetowardlower-emission operations.
Insimplewords,itsupportsbusinessesduringthe difficultprocessofbecomingmoresustainable.
Thatisimportantbecausemanyindustriescannot becomecarbon-neutralovernight.
Heavyindustrieslike:
● steel,
● cement,
● aviation,
● shipping,
● chemicals,
● andmanufacturing stilldependheavilyonfossil-fuel-basedsystems.
Transitionfinancehelpsthesesectorsgraduallyadopt cleanertechnologies,renewableenergysystems, carbon-reductiontools,andmoreefficient infrastructure.
Withoutfinancingsupport,manycompanieswould struggletoaffordthattransformation.
WhyIndustrialDecarbonizationMattersSoMuch
Industrialactivitycontributessignificantlytoglobal carbonemissions.
Thatrealityplacesenormouspressureongovernments, investors,andcorporations.
Buthereisthefascinatingpart.
Industrialdecarbonizationisnotonlyanenvironmental challenge.
Itisbecominganeconomicopportunity
Companiesdevelopingcleaner industrialsystemsareattractingserious investorattention.
Why?
Becausetheglobaleconomyismoving towardstricterclimateregulations, cleanersupplychains,and sustainability-focusedinvestment standards.
Businessesthatfailtoadaptmay eventuallyface:
● higheroperatingcosts,
● stricterregulations,
● investorpressure,
● reputationalrisks,
● anddecliningcompetitiveness.
Meanwhile,companiesthatsuccessfully transitioncouldgainenormous long-termadvantages.
TheIndustriesChangingtheFastest
Severalsectorsarealreadyexperiencing majordecarbonizationshifts.
● Energy
Renewableenergyinvestmentcontinues toexpandrapidly.
Solar,wind,hydrogen,and battery-storagetechnologiesare becomingcentraltoindustrialplanning.
● Transportation
● Manufacturing
Factoriesareadopting automation,electrification,and AI-drivenenergyoptimizationto reduceemissionsandimprove efficiency
Thatcombinationoftechnology andsustainabilityiscreating fascinatingstartupopportunities.
WhyInvestorsArePaying CloseAttention
Investorsincreasinglyrecognize thatdecarbonizationisnot temporary.
Itrepresentsastructuralshiftin theglobaleconomy
Thatmeansenormouscapitalis flowingtoward:
● cleanmanufacturing,
● industrialinnovation,
● carbon-reductiontechnologies,
● energyinfrastructure,
● andclimate-focusedindustrial systems.
Someventurecapitalfirmsnow specificallysearchforstartups helpingindustriesreduce emissions.
Andhereissomethingexciting forentrepreneurs.
Butindustrialdecarbonizationcreates opportunitiesacrosscountlesssectors.
Forexample:
● AIsystemsareimprovingfactory energyefficiency
● Carbon-accountingsoftware platforms
● Smartlogisticsoptimizationtools
● Sustainablepackagingtechnologies
● Industrialrecyclingsystems
● Clean-materialinnovation
● Batteryinfrastructuresolutions
● Water-efficiencytechnologies
Thesemaynotsoundglamorous initially.
Buttheysolveexpensivereal-world problems.
Andinvestorslovebusinessessolving expensiveproblems.
WhyThisMattersforSmall BusinessesToo
Manysmallerfoundersassume industrialtransitionconversationsonly affectgiantcorporations.
Thatassumptionisrisky.
Largecompaniesincreasinglyexpect suppliers,vendors,andpartnersto meetsustainabilitystandards.
Thismeansevensmallbusinesses mayeventuallyneed:
Electricvehicles,sustainableaviation fuel,andcleanerlogisticssystemsare transformingtransportationnetworks globally
● Construction
Greenbuildings,low-carboncement, andenergy-efficientinfrastructureare becomingincreasinglyimportant.
Manyofthebiggestopportunities arestillemerging.
Thisspaceisfarfromsaturated.
TheStartupOpportunities MostPeopleMiss
Whenpeoplethinkaboutclimate startups,theyoftenimaginesolar panelsorelectriccars.
● emissionstracking,
● sustainablesourcing,
● energy-efficiencyplanning,
● andenvironmentaltransparency
Entrepreneurswhoprepareearlymay gainamajoradvantage.
Thosewhoignoretheshiftcould strugglelater
TheHumanSideofEconomic Transition
Behindeverydecarbonizationproject arerealpeopleadaptingtoenormous economicchange.
Workersarelearningnewskills.
Communitiesarerebuilding industries.
Engineersareredesigning infrastructure.
Entrepreneursareriskingeverything tocreatecleanersolutions.
Thathumaneffortdeservesattention.
Thetransitiontowardsustainable industryisnotsimplyaboutmachines orregulations.
Itisaboutbuildinganeconomy capableofsurvivingthefuture.
Andhonestly,thatmissionfeels deeplymeaningful.
TheBiggestChallengesAhead
Ofcourse,thistransitionisnoteasy.
Industrialtransformationrequires:
● massiveinvestment,
● policycoordination,
● technologicalinnovation,
● infrastructuredevelopment,
● andpublic-privatecollaboration.
Becausethelong-termdirectionofthe globaleconomyisbecoming increasinglyclear.
WhatSmartEntrepreneursShould FocusOn
1. LearntheEconomicsof Sustainability
Understandingenergycosts,emissions systems,andsupply-chainriskscan createstrategicadvantages.
2. FollowIndustrialInnovation Trends
Payattentiontocleanmanufacturing,AI optimization,renewableenergysystems, andcircularproductionmodels.
3. BuildScalableSolutions
Investorsvaluestartupscapableof solvinglargeindustrialproblems efficiently.
4. ThinkGlobally
Industrialtransitionopportunitiesexist acrossAsia,Europe,NorthAmerica, Africa,andemergingeconomies.
5. StayAdaptable
Thebusinessesthatthriveduring economictransitionsareoftentheones willingtoevolvequickly
MyOpinion
Transitionfinanceandindustrial decarbonizationarenolongerside conversationsinsidesustainability conferences.Theyarebecoming centralforcesshapingthefuture globaleconomy.
Theentrepreneurswhorecognizethis transformationearlymayposition themselvesatthecenterofoneofthe largestindustrialshiftsinmodern history.Moreimportantly,theywill understandthatsustainabilityand economiccompetitivenessare increasinglyconnected.
Thefuturebelongstobusinesses capableofcombiningprofitability withresilience,innovation,and environmentalresponsibility
Andwhilethetransitionaheadmay feelchallengingattimes,italso createsextraordinaryroomfor visionaryfounderswillingtobuild whatthenextgenerationofindustries trulyneeds.
Ifthisbloghelpedyoubetter understandthefutureofsustainable capitalmarketsandindustrial transformation,shareitwithyour startupcircle,leadershipnetwork,and aspiringentrepreneurfriends.Big opportunitiesoftenbeginwithone powerfulideasharedattherighttime.
Someindustriesstillfacehighcosts whenadoptingcleanertechnologies.
Therearealsoconcernsregarding workforceadaptationandglobal competitiveness.
Butdespitethosechallenges, momentumcontinuesgrowing.
In2006,atwelve-year-oldboywalkedout ofamovietheater,havingjustwatchedAl Gore’sdocumentaryaboutclimatechange, andfeltwhathelaterdescribedastoomuch pent-upangerandmotivationtotrytodo something.ThatboywasTaylorFrancis What hedid,almostimmediately,wascontactthe organizersofAlGore’sClimateRealityProject andconvincethemtolethimjoinaprogram designedtotrainadultsinclimateadvocacy. Hewastwelve.Itworked.
TheStripeEducation
Taylorisaco-founderofWatershed,thecarbon accountingandenterpriseclimatesoftware companyhebuiltin2019alongsideco-founders AviItskovichandChristianAnderson.Allthree metatStripe,thedigitalpaymentscompany, wheretheyranproduct,operations,and engineeringteams.
ItwasatStripethattheseedwasplanted.Christian AndersonhelpedlaunchStripeClimate,thecompany’s carbonremovalinitiative.Thethreeco-foundersspenttime oncampingandbackpackingtrips,talkingaboutthe inadequacyofthestatusquointhefaceofthescaleofthe climatechallenge.Theyalsosawfirsthandhowcompanies withsupplychains,employees,customers,andrealleverage couldmakeameaningfuldifference.
“Companies are really the ones with leverage. If you want to bend that global carbon graph, the way to do it is to enable organizations, businesses, companies with supply chains, offices, employees, and customers to reduce their emissions.”
Whatemergedfromthoseconversationswasarealization thatclimateactionwouldnotscalethroughintentionalone. Businessesneededinfrastructure:systemscapableof translatingemissionsintomeasurableoperational data,integratingsustainabilityintofinancial decision-making,andturningcarbonreductionfrom aspirationintoexecution.
ThePlatformTheyBuilt
Watershed,foundedin2019,givescompaniesthetoolsto measure,reduce,andreporttheircarbonemissions.The platformaddresseswhatTayloridentifiesastwocore problems:adataproblemandamarketproblem.Companies donotknowthecarbonimpactoftheirdecisions.Thestatus quoincarbonaccountingreliesonindustry-average assumptions,whichyieldsnoactionableinsightintohowa companycanchangeitsbehavior.Watershed’scarbondata engineanalyzesemissionsforeverylineitemofabusiness.
Thecompanyisnowvaluedat$1.8billionandemploys approximately350people.Ithelpshundredsofcustomers, includingAirbnb,FedEx,GeneralMills,Walmart, Sweetgreen,Shopify,Square,andDoorDash,trackwhat amountstoroughlyonegigatonofemissions,closetotwo percentoftheglobalfootprint.
Watershed’sinvestorsincludeSequoiaCapital,Neo,Kleiner Perkins,Greenoaks,GalvanizeClimateSolutions,and EmersonCollective.Thecompanyraised$100millioninits SeriesCround.TheSeriesA,notably,broughttogether Sequoia’sMichaelMoritzandKleiner’sJohnDoerras co-leads,thefirsttimethetwohadco-ledaninvestment since1999.
WhatmakesWatershedparticularlysignificantwithinthe broaderESGlandscapeisthatitreframescarbonaccounting asacorebusinessfunctionratherthanacomplianceexercise. Theplatformallowsenterprisestounderstandemissionswith operationalprecision,identifyreductionopportunitiesacross supplychainsandprocurementsystems,andconnect sustainabilitydecisionsdirectlytolong-termbusiness strategy
TheNorthStar:500MillionTonnes
Fromthebeginning,Taylorandhisco-founderssetagoalfor themselvesthatwasdeliberatelylarge.
“We set a goal for ourselves to try to build a company that, at scale, can get to 500 million tonnes of CO2 reduced or removed per year. One percent of the world’s emissions.”
Itisanumberthatsoundsabstractuntilyourealizewhatit implies:thatasoftwareplatform,builtinaco-founder’s guestbedroominSanFrancisco,issettingitselfthetask ofaccountingforandreducingameaningfulfractionof everythinghumancivilizationemitsintotheatmosphere eachyear
BuildingtheStandard
Watershedwasnamedthefirstaccreditedpartnerof thePartnershipforCarbonAccountingFinancials (PCAF),anorganizationthathasgrowntoover430 financialinstitutionsrepresentingover$90trillion inassets,andthatsetstheglobalstandardfor measuringanddisclosingfinancedemissions.
Watershed’soperatingprinciplesincludebeing customer-obsessed,cultivatingdiversityand inclusion,andbringingintensityandcareinequal measure.Thecompanyholdsweeklyall-hands meetingscenteredoncustomerstories,anditsmost importantinternalcommunication,Taylorhassaid, isaweeklydigestofwhathappenedwithcustomers inthepastweek.
Assustainabilityregulationstightengloballyand investorsdemandgreatertransparencyaround climateexposure,companiesareincreasingly discoveringthatcarbondataisbecomingas strategicallyimportantasfinancialdata.Watershed sitsdirectlyinsidethattransition,helping enterprisesoperationalizedecarbonizationatscale ratherthantreatingitasanannualreporting obligation.
Forsomeonewhostartedhisclimateeducationat twelve,Taylorhasbuiltsomethingthatnowsitsat thecenterofoneofthemostconsequential conversationsinglobalbusiness.Thecarboncurve isbending.Watershedisoneofthereasonswhy.
WhatmakesTaylor’sstoryespeciallycompellingis thatitreflectsagenerationalshiftinhowclimate leadershipisemerging.Forearliergenerations, sustainabilityoftenexistedatthemarginsof businessstrategy.ForleaderslikeTaylor,itis infrastructure,analytics,operations,procurement, finance,andcompetitiveadvantageallatonce.
ForTaylorFrancis,thefutureofclimateactionwill notbedrivenonlybypolicyoractivism.Itwillbe drivenbybusinessesthatfinallyunderstandthe carbonconsequencesofeverydecisiontheymake, linebyline,supplierbysupplier,andsystemby system.
