There’s a spectrum in this kind of work.

At one end, you have traditional consultancy, where you analyse a problem, deliver a report, and move on. At the other end, you’re working alongside a business, helping them build the confidence and capability to solve the problem themselves.

I’ve always preferred the latter.

I’m at my happiest when I’m sitting down with a client and working through a challenge together. That could be anything from market expansion to sustainability strategy, but the principle is the same:

It’s about helping people move forward, not just telling them what to do

Finding a direction in sustainability

My route into sustainability wasn’t planned.

I chose to study Environmental Management during my undergrad graduation ceremony, but it quickly became clear that it was a space where business, strategy, and real-world impact intersected. Since then, I’ve seen firsthand how much the sector has grown and evolved.

Today, sustainability sits at the centre of many business conversations, but the challenge hasn’t gone away. If anything, it’s become more complex.

What I’ve learned is that success in this space doesn’t come from having the perfect strategy or the most detailed report. It comes from embedding sustainability into how a business operates day-to-day.

The projects that stay with you

One of the most rewarding projects I’ve worked on was ALtro, a circular economy initiative focused on reusing mobility equipment that would otherwise have been scrapped.

What made it stand out wasn’t just the concept, it was the impact.

We saw equipment being refurbished and redistributed back into the community. People who hadn’t left their homes in months were able to regain independence. That’s when you see the link between sustainability and real social value.

It’s easy to talk about systems and strategy, but projects like that remind you what it’s all for.

What I think businesses still underestimate

There’s no shortage of information available to businesses now, particularly when it comes to sustainability and growth.

But one thing I still see consistently is a gap between intention and action.

If no one owns sustainability within a business, if there’s no time allocated to it, and if it’s not discussed at a leadership level, it won’t lead to change. It becomes something reactive, picked up only when it’s needed, rather than built into the way the business operates.

And that’s where the risk lies.

The importance of curiosity

If there’s one skill I think is underrated in this role, it’s curiosity.

A lot of this work involves going into businesses, asking questions, and understanding how things really work. But how you ask those questions matters.

If people feel judged, they shut down.
If they feel involved, they open up.

Whether it’s a production floor or a boardroom, the best insights often come from simply listening, giving people the opportunity to say, “this isn’t working as well as it could” or “we’ve got an idea to improve this.”

That’s where meaningful change begins.

Looking ahead

Sustainability, market insight, innovation, these are all areas that will continue to grow in importance. But for me, the focus remains the same:

Helping businesses take what can often feel like overwhelming challenges and break them down into something manageable.

Something they can act on.

Because ultimately, the goal isn’t just to deliver insight or strategy.
It’s to leave businesses better equipped, more confident, more informed, and more capable of moving forward on their own.