SUSTAINABILITY LEADERS

Change your words, change the world.

Reject The Jargon

Perfect Your Conversations

Reach Your Goals

Your sustainability agenda is not moving fast enough. Not because people don’t care (well, there might be some of that mixed in, too), but because people don’t get it. Layered with complexities and littered with jargon, the concept of sustainable development feels almost impossible to explain, let alone enact. Your job is hard on its best days and downright defeating on its worst.

May I offer you a more effortless approach?

Through Socratic conversations, you’ll gain advanced clarity around what you are doing, what you are doing it for, and how you can get a lot more people on board with a lot less tension. As you trade laborious explanations for fluid conversations, you will—quite literally—change the world as we know it for the better.

Socratic conversation (noun)

Originating from the teaching style of the ancient Greek philosopher Socrates, Socratic conversations stimulate critical thinking, encourage self-examination, and deepen understanding of complex concepts through a series of questions and answers.

Socratic conversation (noun)

Originating from the teaching style of the ancient Greek philosopher Socrates, Socratic conversations stimulate critical thinking, encourage self-examination, and deepen understanding of complex concepts through a series of questions and answers.

Hi, I am Catherine Cruveillier

I’ve been pioneering sustainable development for more than four decades, successfully leading large-scale programs that measurably changed key industries worldwide, including food, agriculture, and finance. So, I know personally how deeply you want your company to reach its people, planet, and profit goals as efficiently and effectively as possible. In order to do that, you need to inspire immediate and enthusiastic action.

The trouble is, it’s taking way too much time, money, and effort to make sense of current sustainability terms and metrics, leaving everyone (including you) feeling frustrated, discouraged, and still confused. And there is no time left for confusion. Clarifying which part of the world you are changing, and into what, shouldn’t be so hard. The process is actually fun—it starts with Socratic conversation.

Hi, I am Catherine Cruveillier

Hi, I am Catherine Cruveillier

I’ve been pioneering sustainable development for more than four decades, successfully leading large-scale programs that measurably changed key industries worldwide, including food, agriculture, and finance. So, I know personally how deeply you want your company to reach its people, planet, and profit goals as efficiently and effectively as possible. In order to do that, you need to inspire immediate and enthusiastic action.

The trouble is, it’s taking way too much time, money, and effort to make sense of current sustainability terms and metrics, leaving everyone (including you) feeling frustrated, discouraged, and still confused. And there is no time left for confusion. Clarifying which part of the world you are changing, and into what, shouldn’t be so hard. The process is actually fun—it starts with Socratic conversation.

How Socratic conversation works

(I know it sounds erudite; and it is. But if you can handle “net zero” or “ESG”, I guarantee that you will find this a lot more practical).

IDENTIFY

We’ll clarify goals

Our work starts by clarifying what you want your corporation to achieve and the leader, and leadership team, you need to become to get there. As we begin, we’ll also define clear metrics to measure success. Our goals will be refined over time, so don’t worry if you’re not yet sure where to begin.

IMMERSE

Then, we’ll dig for more clarity

Imagine you have to describe a dog to someone who has never seen one—not even in a picture. In the same way, sustainability as currently defined and communicated is intangible for most. Together, we will make it so real and relatable that presenting it becomes second nature; all will see what you see when you communicate.

INSPIRE

So you can spark action

When you deliver the right words to the right people at the right time, your pitch becomes irresistible. People want to make meaningful impact—you get to help them see just how close they really are.

Throughout the process, I’ll share, where necessary, my own expertise in sustainable development and behavioral change.

How Socratic conversation works

(I know it sounds erudite; and it is. But if you can handle “net zero” or “ESG”, I guarantee that you will find this a lot more practical.)

IDENTIFY

We’ll clarify goals

Our work starts by clarifying what you want your corporation to achieve and the leader, and leadership team, you need to become to get there. As we begin, we’ll also define clear metrics to measure success. Our goals will be refined over time, so don’t worry if you’re not yet sure where to begin.

IMMERSE

Then, we’ll dig for more clarity

Imagine you have to describe a dog to someone who has never seen one—not even in a picture. In the same way, sustainability as currently defined and communicated is intangible for most. Together, we will make it so real and relatable that presenting it becomes second nature; all will see what you see when you communicate.

INSPIRE

So you can spark action

When you deliver the right words to the right people at the right time, your pitch becomes irresistible. People want to make meaningful impact—you get to help them see just how close they really are.

Throughout the process, I’ll share, where necessary, my own expertise in sustainable development and behavioral change.

Ready to trade frustration for success?

Spend three minutes with me as I explain why having a tangible and concrete vision, fully anchored in the five senses, is the crux of making anything happen.

From the podcast “So-called Discoveries” with Anthony Azzi

Choose how we’ll converse

ONE-ON-ONE

Clarify your sustainability destination and the path to get there quickly.

WITH A GROUP

Bring your leadership team together for unity and strategic planning.

AT AN EVENT

Trade someone talking at your group for interactive transformation.

“Catherine helped me greatly expand my awareness & capacity to hear my emotions and body sensations and apply their important messages across a wider range of circumstances. In doing so, she helped me discover how joy, ease, and humility are intrinsic values and signposts in pursuing sustainability leadership, replacing the enormous burden I felt to “change the world” in abstract and self-sacrificial ways. As a result, I experience much greater freedom, power, and efficacy, all with a lighter heart as I continue to grow and find new ways to help others”.

Tom Bowman, President of Bowman Change Inc. | Author of Empowering Climate Action in the United States and What if Solving the Climate Crisis is Simple?

“I have known Catherine since she was my Director at the European Center for Nature Conservation in the early 2000’s. More recently I sought her coaching services. Gifted with an insightful and dynamic spirit, Catherine is a true sustainability pioneer and guide who masterfully and uniquely combines the power of vision with leadership excellence and compassion. Through my conversations with her, I was able to come to see myself, nature, life, and sustainability with enhanced clarity. My own conversations with others increasingly produce concrete results. I was also able to design and realize my dream project in education for sustainability, and myriad beneficial changes in my professional and personal life”.

Katerina Roumelioti, Co-founder and Executive Director of Halcyon Education for Sustainability

“Our Socratic conversation with Catherine Cruveillier brought our leadership team to a level of clarity that we had not reached before in our work.

By asking us repeatedly “what for?”, or “how does that feel?”, and “what does that look like?”, she helped us clearly define the specific, tangible problems faced by our mission-driven clients, and how we, at Kichocheo, are uniquely positioned to help them solve these problems.

Catherine called on all our senses to describe the vision we aim to bring to life. We could see the future reality we contribute to creating as if we were in it. This helped us craft a more concrete marketing and business development language and relate more authentically to our clients.

All this in a session that lasted just over two hours and left us very energized and optimistic about our impact on the world”.

Florence Navarro, Chief Empowerment Officer at Kichocheo
“Catherine created a thoughtful and engaging session on Mindfulness for an audience filled with analytical scientists. The content and exercises captured our imaginations and demonstrated practical approaches to apply new techniques not only in the workplace, but in our daily lives. The training gave us new tools for tackling day-to-day challenges”.
Julie Suman, CEO of Next Breath, an Aptar Pharma company | VP of Scientific Affairs at Aptar Pharma

“I have known Catherine since she led the Biodiversity and Business team at the International Finance Corporation (part of The World Bank Group). She combines deep expertise across a range of sustainability themes with profound psychological insights. Working with her as a coach materially raised my game as the Global Operations Manager for EDGE, a startup green building certification program that is now one of the top three in the world and the leader in many countries. Catherine not only grasps the big picture, but also has a powerful toolbox of tactics for implementation”.

Corinne Figueredo, Former Global Operations Manager for EDGE

What does “sustainability” really mean anyway?

What does “sustainability” really mean anyway?

Ask ten people, and you’ll get ten different answers—and therein lies the challenge. We’re all throwing words and numbers at each other assuming it’s enough to reach understanding, when most of the time, it’s not.

Good news though, “sustainability” is tangible and, whether it’s what you intended or not, you’re the communication extraordinaire responsible for making it feasible to grasp. It’s not what you went to school for, it’s probably not what you’ve spent the most time practicing, but it is the missing link to making things happen a lot faster.

You have what it takes in you. You can make it; and it would be my honor to help.

What does “sustainability” really mean anyway?

Ask ten people, and you’ll get ten different answers—and therein lies the challenge. We’re all throwing words and numbers at each other assuming it’s enough to reach understanding, when most of the time, it’s not.

Good news though, “sustainability” is tangible and, whether it’s what you intended or not, you’re the communication extraordinaire responsible for making it feasible to grasp.

What does “sustainability” really mean anyway?

It’s not what you went to school for, it’s probably not what you’ve spent the most time practicing, but it is the missing link to making things happen a lot faster.

You have what it takes in you. You can make it; and it would be my honor to help.

Do not waste another hour in confusion. Experience the relief of clarity.

BOOK ME

Get started right now.

Download my complimentary guide, Five Keys to Communicate Sustainability for Success, packed with immediately actionable advice, and subscribe to my biweekly blog, Words for Sustainability, made up of unique, game-changing information to help you accomplish your mission.

Recent articles

You probably have a few more questions…

What ROI can I expect for my company?

It’s significant. The success of your company (financially and otherwise) depends on the trust of your customers, shareholders, and stakeholders. That trust is earned, in part, by the alignment of your company’s words with verifiable facts and results. Consider this: How much does your company spend on either (1) getting informed or (2) informing others about sustainability? And how are those efforts working for you?

If you’re not satisfied, the problem is likely tied to confusion. Jargon and misinformation in the world of sustainability have led to a distinct loss of trust and severe penalties for misleading statements. Greenwashing fines are also not good for profits! It is imperative for corporate leaders to establish and present exactly what they intend to do in tangible, digestible terms (not abstractions like “ESG” or “DEI”). And then they need to do exactly that. Even a small step towards true clarity will return more to your company than a million-dollar ad filled with jargon. You can gain that clarity in a few hours of Socratic conversation with me.

It’s not only about knowledge. It’s also about how, through mindful communication, we help our people get “it” and “get “it” done quickly (ideally, with a joyful song in their hearts!). It goes beyond our teams, though. We need to get our shareholders and customers on board, too. And have the ability to easily verify when goals have been achieved.

Collectively, humanity has not solved the problem of global warming. If not us, who will? Let’s bring our ideas together in a fruitful conversation. My strength lies in my ability to draw out sustainability leaders’ ability to communicate in ways that bring about real change fast. What is your strength? Let’s talk!

Of course, this answer varies, but I will say—not long! I screen my clients carefully to determine their readiness for this step, and we can often make tremendous progress in just a couple of sessions. Some goals and some leaders take more conversations. I would love to schedule a call and discuss how we can make rapid progress toward your sustainability goals.

My services are paid for by your company, which will benefit from investing in developing their sustainability leadership. The initial discovery call with me is always free, and by the end of that call, we will have a clear understanding of whether I am the right provider for your company’s needs and possible next steps.

Important: You must be the top sustainability leader of your company to have a demo with me.

After a free discovery call, qualifying leaders also benefit from a complimentary 45-minute, one-on-one Socratic conversation with me. Should you wish to retain my services, an agreement will be signed outlining the types of sessions, quantities of sessions, and prices.

One-on-one Socratic conversations are $775/hour. If you would like to invite your leadership team into the conversations, pricing varies but starts around $3000. I am also available to facilitate conversations at small corporate events (about 30 people) and can customize a price to your group and objectives. These events generally start around $10,000.

The short answer: My experience of 40+ years in sustainable development with verified worldwide positive impact in key industries.

I have already made and corrected the mistakes I see most sustainability leaders making today repeatedly. I know what works and what does not. In just a handful of one-hour conversations, I can help you save all the years of trial and error, effort, frustration, and money you would need to fail enough times to finally succeed. If you understand enough about humankind’s current problems, you know we no longer have the time for this!

I have listed my education, employment history, and achievements in my biography on the about page, and I will add this here: What do you risk in trying one conversation with me to see for yourself? Let’s talk!

The short answer is “all of the above and more”. Yet, essentially, I focus my service on bringing my clients exactly what they need. No more, and no less.

As a trained leadership coach, I focus on developing each client as a whole person so that they acquire and master, through practice, the key human abilities to be the happiest and most performant leaders they can be. I serve who they truly are—extraordinary, unique, and powerful human beings who can change themselves and the world for the better (not who they often wrongly underestimate themselves to be). I also see each leadership team, and each company, as a unique organism.

I use my consultant attributes when and where necessary (minimally) as an expert and pioneer in sustainable development and communicating about how to make it happen efficiently. I can make recommendations about how to design and implement a project for success, develop a more actionable strategic plan, and solve problems.

As a facilitator, I guide small group conversations so that a chosen topic becomes progressively clearer to all involved, to the point of becoming tangible and actionable. I do this as Socrates would in his time—by asking questions and sharing observations so that participants expand their view and get to see concrete facts. In Socratic conversations, we also acquire knowledge. In other words, Socratic conversations are both educational and practical.

I am also a writer. I share knowledge online and via emails about sustainability and how words change the world, for the worse or for the better—and how to discern the better from the worse. I am currently writing a how-to book about this, too.

“Socrates (c. 470–399 BC) was a Greek philosopher who is credited as the founder of Western philosophy. An enigmatic figure, Socrates authored no texts and is known mainly through the posthumous accounts of classical writers, particularly his student Plato. These accounts are written as dialogues in which Socrates and his interlocutors examine a subject in the style of question and answer; they gave rise to the Socratic dialogue literary genre.” Source: Wikipedia

“Did Socrates live a good life? That’s a matter of personal opinion but I would say yes. The whole point of his philosophy was to live a good life, which he equated with living wisely and virtuously, even if he was poor and faced hostility from others.” Source: Donald Roberston, cognitive-behavioral therapist, specialist of Socrates and modern stoicism, author of Verissimus.

The name Socrates is derived from the combination of two Greek words: “sos” meaning “whole, unwounded, safe” and “kratos” meaning “power.” Source: Behind the Name, behindthename.com.

When you retain my services, we will see and deal with the big picture and the details. We will form a tangible vision of what a “better world” looks like for you and your leadership team, and what a “better company” looks like in that world (see this video clip about what proper visioning consists of). We will then look at each current world issue and map your company’s position and role in this issue (both present and desired). We will focus only on the issues uniquely relevant to your company yet never lose sight of your vision for the world and for your company.

At a minimum, humanity must collectively deal with all seventeen broad categories of action suggested in the United Nations Sustainable Development Goals for 2030, but not all people and all organizations need to deal with all of them. That would be inefficient and counterproductive. Each individual or organization has a unique, specific role to play in the transition to the future world (and once we arrive) that corresponds to their unique nature, as happens in an ecosystem.

Development is a set of behaviors. It is a certain problematic human behavioral pattern that influences changes in climate, oceans, etc., which are increasingly hostile to most existing life forms on earth. To reach a form of development that can be considered sustainable (that can be maintained favorably over the long term), human beings need to develop themselves first and foremost. They must acquire a more mature level of consciousness and change their dominant behavioral pattern, starting with top leaders.

As it turns out, the best sustainability leaders are also the most developed human beings. These individuals have attained the most mature stages in personal development, called “post-conventional,” “unitive,” or “integral” by adult development scholars like Susanne Cook-Greuter or Ken Wilber.

At those levels, leaders understand more deeply the laws of nature, including human nature, and how to live by them, making the most of them to expand life on earth through their decisions and actions. Among others, they embrace and embody the individual self and the collective, adequately use all their senses, emotions, and spirit, and they see solving problems as joyful treasure hunts. They love a good disruption, feel good most of the time, and have learned to mobilize all of their natural abilities, and that of others, in an integrated way, to leverage the most significant positive changes in the world, using a minimum of time and space—and that is, precisely, what “being sustainable” consists of.

I guide my clients to reach those advanced human development stages to achieve their most ambitious, world-changing goals.

Important warning: Humanity simply cannot reach sustainability without a sufficient number of top leaders having acquired the inner abilities described above. Only when equipped with these abilities can leaders design and implement actions that not only stop destruction, but also heal people, restore damaged ecosystems, and keep expanding life on Earth in all its diversity. And it doesn’t stop there. These wiser, more conscious leaders will also be fueling a thriving economic system—where value is based on the quality of human service more than material stuff and where higher private profits and higher wealth distribution co-exist.

I like to use the “people-planet-profit” word triplet to designate the three complementary, intertwined action categories in corporations’ sustainability agendas. The acronym “DEI” is a shortcut to label three sub-categories within the broader “people” pillar. We will examine and include actions in all three as part of your corporate sustainability plan. We will also include other goals and actions in the social category, such as “good health and well-being,” as well as in the other two categories, profit and planet.

However, because they are abstract words, “diversity,” “equity,” and “inclusion” mean different sets of things to different people. And for some, they mean nothing at all. So, I will help your teams describe what specific, clear, and observable facts –current and desired—can be labeled as “diverse,” “equitable,” and “inclusive” in your company.

We can achieve this clarity in just a few Socratic conversations. For some leaders, it only takes one.

My ideal customer is a corporation with a large footprint in all three people, planet, and profit categories, and thus has enough traction power. In other words, they can leverage big changes fast. For example, they impact one entire country, preferably several. Even better: Most of the world.

My ideal client operates in the food, agriculture, extractives, energy, or financial sectors, or in areas that serve the latter. They also work in the sustainability industry itself, including consulting.

My direct clients are the top executive in charge of deciding on the corporation’s sustainability strategy and their close leadership team, often the CEO or the C-suite member in charge of corporate sustainability who has a fluid relationship with the CEO.

They are highly educated individuals, through school or life experience and through reading lots of books on diverse subjects. Oral and written communication are their main leadership tools. They are science- and mission-driven. They seek feedback, mentors, coaches, and knowledge to improve themselves and their leadership.

They are very serious about attaining sustainability for their corporation and for humanity as a whole, and they want to act fast because they know how urgent it is.

My ideal clients do not sacrifice profit but are open to sustainable uses of profits.

Having already spent considerable time, effort, and money trying to understand and explain abstract jargon to little avail, they have had it with confusion, frustration, and greenwashing accusations. They want to get “it,” help their teams and external audiences get “it” in clear and straightforward terms, and then they want to get “it” done. Now.

You probably have a few more questions…

What ROI can I expect for my company?

It’s significant. The success of your company (financially and otherwise) depends on the trust of your customers, shareholders, and stakeholders. That trust is earned, in part, by the alignment of your company’s words with verifiable facts and results. Consider this: How much does your company spend on either (1) getting informed or (2) informing others about sustainability? And how are those efforts working for you?

If you’re not satisfied, the problem is likely tied to confusion. Jargon and misinformation in the world of sustainability have led to a distinct loss of trust and severe penalties for misleading statements. Greenwashing fines are also not good for profits! It is imperative for corporate leaders to establish and present exactly what they intend to do in tangible, digestible terms (not abstractions like “ESG” or “DEI”). And then they need to do exactly that. Even a small step towards true clarity will return more to your company than a million-dollar ad filled with jargon. You can gain that clarity in a few hours of Socratic conversation with me.

It’s not only about knowledge. It’s also about how, through mindful communication, we help our people get “it” and “get “it” done quickly (ideally, with a joyful song in their hearts!). It goes beyond our teams, though. We need to get our shareholders and customers on board, too. And have the ability to easily verify when goals have been achieved.

Collectively, humanity has not solved the problem of global warming. If not us, who will? Let’s bring our ideas together in a fruitful conversation. My strength lies in my ability to draw out sustainability leaders’ ability to communicate in ways that bring about real change fast. What is your strength? Let’s talk!

Of course, this answer varies, but I will say—not long! I screen my clients carefully to determine their readiness for this step, and we can often make tremendous progress in just a couple of sessions. Some goals and some leaders take more conversations. I would love to schedule a call and discuss how we can make rapid progress toward your sustainability goals.

My services are paid for by your company, which will benefit from investing in developing their sustainability leadership. The initial discovery call with me is always free, and by the end of that call, we will have a clear understanding of whether I am the right provider for your company’s needs and possible next steps.

Important: You must be the top sustainability leader of your company to have this discovery call with me.

After a free discovery call, qualifying clients also benefit from a complimentary 45-minute, one-on-one Socratic conversation with me. Should you wish to retain my services, an agreement will be signed outlining the types of sessions, quantities of sessions, and prices.

One-on-one Socratic conversations are $775/hour. If you would like to invite your leadership team into the conversations, pricing varies but starts around $3000. I am also available to facilitate conversations at small corporate events (max of 30 people) and can customize a price to your group and objectives. These events generally start around $10,000.

The short answer: My experience of 40+ years in sustainable development with verified worldwide positive impact in key industries.

I have already made and corrected the mistakes I see most sustainability leaders making today repeatedly. I know what works and what does not. In just a handful of one-hour conversations, I can help you save all the years of trial and error, effort, frustration, and money you would need to fail enough times to finally succeed. If you understand enough about humankind’s current problems, you know we no longer have the time for this!

I have listed my education, employment history, and achievements in my biography on the about page, and I will add this here: What do you risk in trying one conversation with me to see for yourself? Let’s talk!

The short answer is “all of the above and more.” Yet, dominantly, I am a coach. I am client-centric and focus my service on bringing my clients exactly what they need. No more, and no less.

As a trained leadership coach, I focus on developing each client as a whole person so that they acquire and master, through practice, the key human abilities to be the happiest and most performant leaders they can be. I serve who they truly are—extraordinary, unique, and powerful human beings who can change themselves and the world for the better (not who they often wrongly underestimate themselves to be). I also see each leadership team, and each company, as a unique organism.

I use my consultant attributes when and where necessary (minimally) as an expert and pioneer in sustainable development and communicating about how to make it happen efficiently. I can make recommendations about how to design and implement a project for success, develop a more actionable strategic plan, and solve problems.

As a facilitator, I guide small group conversations so that a chosen topic becomes progressively clearer to all involved, to the point of becoming tangible and actionable. I do this as Socrates would in his time—by asking questions and sharing observations so that participants expand their view and get to see concrete facts. In Socratic conversations, we also acquire knowledge. In other words, Socratic conversations are both educational and practical.

I am also a writer. I share knowledge online and via emails about sustainability and how words change the world, for the worse or for the better—and how to discern the better from the worse. I am currently writing a how-to book about this, too.

“Socrates (c. 470–399 BC) was a Greek philosopher who is credited as the founder of Western philosophy. An enigmatic figure, Socrates authored no texts and is known mainly through the posthumous accounts of classical writers, particularly his student Plato. These accounts are written as dialogues in which Socrates and his interlocutors examine a subject in the style of question and answer; they gave rise to the Socratic dialogue literary genre.” Source: Wikipedia

“Did Socrates live a good life? That’s a matter of personal opinion but I would say yes. The whole point of his philosophy was to live a good life, which he equated with living wisely and virtuously, even if he was poor and faced hostility from others.” Source: Donald Roberston, cognitive-behavioral therapist, specialist of Socrates and modern stoicism, author of Verissimus.

The name Socrates is derived from the combination of two Greek words: “sos” meaning “whole, unwounded, safe” and “kratos” meaning “power.” Source: Behind the Name, behindthename.com.

When you retain my services, we will see and deal with the big picture and the details. We will form a tangible vision of what a “better world” looks like for you and your leadership team, and what a “better company” looks like in that world (see this video clip about what proper visioning consists of). We will then look at each current world issue and map your company’s position and role in this issue (both present and desired). We will focus only on the issues uniquely relevant to your company yet never lose sight of your vision for the world and for your company.

At a minimum, humanity must collectively deal with all seventeen broad categories of action suggested in the United Nations Sustainable Development Goals for 2030, but not all people and all organizations need to deal with all of them. That would be inefficient and counterproductive. Each individual or organization has a unique, specific role to play in the transition to the future world (and once we arrive) that corresponds to their unique nature, as happens in an ecosystem.

Development is a set of behaviors. It is a certain problematic human behavioral pattern that influences changes in climate, oceans, etc., which are increasingly hostile to most existing life forms on earth. To reach a form of development that can be considered sustainable (that can be maintained favorably over the long term), human beings need to develop themselves first and foremost. They must acquire a more mature level of consciousness and change their dominant behavioral pattern, starting with top leaders.

As it turns out, the best sustainability leaders are also the most developed human beings. These individuals have attained the most mature stages in personal development, called “post-conventional,” “unitive,” or “integral” by adult development scholars like Susanne Cook-Greuter or Ken Wilber.

At those levels, leaders understand more deeply the laws of nature, including human nature, and how to live by them, making the most of them to expand life on earth through their decisions and actions. Among others, they embrace and embody the individual self and the collective, adequately use all their senses, emotions, and spirit, and they see solving problems as joyful treasure hunts. They love a good disruption, feel good most of the time, and have learned to mobilize all of their natural abilities, and that of others, in an integrated way, to leverage the most significant positive changes in the world, using a minimum of time and space—and that is, precisely, what “being sustainable” consists of.

I guide my clients to reach those advanced human development stages to achieve their most ambitious, world-changing goals.

Important warning: Humanity simply cannot reach sustainability without a sufficient number of top leaders having acquired the inner abilities described above. Only when equipped with these abilities can leaders design and implement actions that not only stop destruction, but also heal people, restore damaged ecosystems, and keep expanding life on Earth in all its diversity. And it doesn’t stop there. These wiser, more conscious leaders will also be fueling a thriving economic system—where value is based on the quality of human service more than material stuff and where higher private profits and higher wealth distribution co-exist.

I like to use the “people-planet-profit” word triplet to designate the three complementary, intertwined action categories in corporations’ sustainability agendas. The acronym “DEI” is a shortcut to label three sub-categories within the broader “people” pillar. We will examine and include actions in all three as part of your corporate sustainability plan. We will also include other goals and actions in the social category, such as “good health and well-being,” as well as in the other two categories, profit and planet.

However, because they are abstract words, “diversity,” “equity,” and “inclusion” mean different sets of things to different people. And for some, they mean nothing at all. So, I will help your teams describe what specific, clear, and observable facts –current and desired—can be labeled as “diverse,” “equitable,” and “inclusive” in your company.

We can achieve this clarity in just a few Socratic conversations. For some leaders, it only takes one.

My ideal customer is a corporation with a large footprint in all three people, planet, and profit categories, and thus has enough traction power. In other words, they can leverage big changes fast. For example, they impact one entire country, preferably several. Even better: Most of the world.

My ideal client operates in the food, agriculture, extractives, energy, or financial sectors, or in areas that serve the latter. They also work in the sustainability industry itself, including consulting.

My direct clients are the top executive in charge of deciding on the corporation’s sustainability strategy and their close leadership team, often the CEO or the C-suite member in charge of corporate sustainability who has a fluid relationship with the CEO.

They are highly educated individuals, through school or life experience and through reading lots of books on diverse subjects. Oral and written communication are their main leadership tools. They are science- and mission-driven. They seek feedback, mentors, coaches, and knowledge to improve themselves and their leadership.

They are very serious about attaining sustainability for their corporation and for humanity as a whole, and they want to act fast because they know how urgent it is.

My ideal clients do not sacrifice profit but are open to sustainable uses of profits.

Having already spent considerable time, effort, and money trying to understand and explain abstract jargon to little avail, they have had it with confusion, frustration, and greenwashing accusations. They want to get “it,” help their teams and external audiences get “it” in clear and straightforward terms, and then they want to get “it” done. Now.

Have another question? Reach out!