As Recycling Grows, So Does the Need for New Strategies, Technology

Kim Kisner
May 14, 2024
Business

In 1995, after graduating from the College for Creative Studies with a degree in industrial and product design and an eye toward bettering the environment, Keith Zendler founded Environmental Services of North America Inc. in Detroit.

Nearly thirty years later, the company retooled and relaunched to focus on waste management and upgraded its technology to help it expand and improve its services and expand its network of partners domestically and globally.

We interviewed founder and owner Keith Zendler to learn more.

Q: Tell us about RecycleMax.

A: RecycleMax is a tech-based reboot of a company I founded in 1995. At that time, we had a plant in Detroit and a fleet of 14 trucks and we were focused mainly on paper and similar recyclables. We now provide the environmentally sound management of virtually all solid and liquid waste materials.

I have always been interested in sustainability from a community standpoint – in building stronger and more sustainable communities through technology. So, I sold the original recycling company in 2008 and started a civic tech company focused on designing an online community network for people and organizations to better work together. Through this company, I launched a multisided SaaS platform with the intent of improving stakeholder communication, collaboration, and engagement to help leaders solve political, health, social, environmental, and economic issues.

Eventually, I realized I could apply this technology to the recycling industry and provide businesses with robust and customized waste management programs that help them meet their sustainability goals and reduce their carbon footprint. So, RecycleMax was relaunched as a tech-based company in 2020.

We use the same technology we offer clients internally for our operations. The crux of the platform is its ability to facilitate a community network and real-time communication. We have used it to build a global network of recyclers and haulers that we can leverage for clients.

Q: How is the industry different now, than in the 1990s?

20240104 122308 — MANUFACTURING PLANT DOCK

A: There was a time when we had to push companies to recycle, and they would only do so if we could show that it either saved them money or at the very least did not incur additional expenses. That is no longer the driver. Companies are doing it now no matter what. That is a surprising shift. We work heavily in the auto industry, and I’ve been amazed at how progressive these companies are and how seriously the industry is taking environmental measures.

Adding to that, until recently, most of our recyclables were shipped overseas, and we relied on China to handle them. A lot of waste was ending up in the ocean. China shut that off and it certainly caused a disruption, but ultimately it made the industry stronger. There are more and more companies being established in the U.S. to handle these materials.

The industry has made a tremendous amount of progress, and it’s exciting.

Q: Who are some of your customers in Detroit and Southeast Michigan?

A: Union Tank Car Company, Detroit Manufacturing Systems, Fishbeck, and Piston Automotive to name a few.

Q: In your experience, what are the challenges companies face with recycling?

A: Education and incentivization. Employees often need to be trained in why and how to recycle and handle their waste materials. It’s also vitally important for individuals to understand the difference they are making. Providing that data offers motivation to continue the momentum toward success.

Q: What are the biggest challenges you see that businesses have with waste management?

A: Participation is probably the biggest challenge. Companies need all employees on board. Training and education are critical to a successful recycling program. There is still a lot of work to do in getting people to take recycling seriously.

Plastic is another big challenge for the industry. There are types of plastics that are not commonly recycled due to the unique resins involved. It can become difficult for companies to manage this.

Trucking and logistics are a challenge as well. Transportation costs can be the biggest component when it comes to recycling.

Q: What are the biggest opportunities?

A: I think there is a massive global opportunity in recycling. And by applying technology, the potential to streamline efficiencies is huge.

I never thought I’d be in recycling for over thirty years, but It’s a wonderful industry. It feels good to be able to help businesses meet their recycling and waste management goals and do their part to better the environment.

Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.

Kim Kisner

With over 25 years of experience in the development and execution of strategic branding, content planning, and copywriting for brands such as Gatorade, Ford Motor Company, and Under Armour, and published by SEEN Magazine, The Jewish News, and countless health and lifestyle journals and blogs, Kim helps companies, brands, and people tell their stories.

More From SBN Detroit

The Chip Bag Project

July 1, 2025 No Comments

The Chip Bag Project, based in Detroit, is a sustainability initiative that upcycles hard-to-recycle snack packaging — particularly chip bags — into insulated sleeping bags for individuals experiencing homelessness. Founded by Eradajere Oleita, the project addresses both environmental waste and housing insecurity by transforming materials like Mylar into practical, thermally efficient solutions. In June, Oleita was among Trelllis’s 30 Under 30, its annual recognition of the brightest young stars among sustainability professionals. SBN Detroit interviewed Oleita about the origins of the project, the process of upcycling waste into resources, and the intersection of environmental justice and social equity in Detroit. Q: What first inspired you to create The Chip Bag Project—and why chip bags specifically? A: It started during the COVID lockdown. I came across a video of someone transforming snack wrappers into blankets, and it sparked something. At that time, I had already been teaching sustainability in Detroit schools, often explaining what can and can’t be recycled—and why. Chip bags always came up as a frustrating example. But when I realized the material — Mylar — is the same used in emergency blankets, it came together for me. The material is reflective, lightweight, waterproof, and retains body heat. So instead of trying to recycle chip bags through a broken system, why not repurpose them into something useful? Turning them into sleeping bags made practical sense. Q: Can you walk us through the upcycling process – how do chip bags become thermal sleeping bags? A: Once we receive the materials—chip bags, coffee bags, bread bags—we sort and wash them. Some are donated locally, others are mailed in from around the country. After cleaning, we cut the bags and use a thermal process to fuse them into sheets. Then we add insulation, often repurposed from Blue Apron food packaging, and assemble the final product into a sleeping bag. It’s a full-circle upcycling system. Every component, from the outer layer to the cushioning, is reused. Q: What were some of the biggest technical or logistical challenges you’ve faced? A: The biggest challenge was inventing a process that didn’t exist. We had to figure out how to sanitize the materials, fuse them safely, and do it all in a way that aligned with our sustainability values. As we’ve grown, space has become a major issue. We’ve collected over 2.5 million pounds of material to date, but we still don’t have a dedicated physical facility, but we are working on that. We’re also focused on ensuring that all of our processes are sustainable. We are constantly asking ourselves, “How much energy are we using? Can we offset it? Are we scaling in a truly sustainable way?” Q: How do you source materials and volunteers? Has the community been supportive? A: Absolutely. I don’t even eat chips! So when I first started, I needed help collecting bags. I put the call out on social media, and the community responded immediately. From there, partnerships developed – with schools, festivals, companies, and individuals. The entire model is rooted in collective action. Volunteers also are critical. They help with everything from washing bags to assembling kits. The people who support this work have truly shaped its direction. Q: The project sits at the intersection of environmental sustainability and social justice. How do you see those two issues as connected? A: Environmental justice and social justice are two sides of the same coin. For example, pollution becomes a public health crisis. Contaminated water becomes a housing or equity issue. Climate change displaces people. In Detroit, we’ve seen it all — air and water quality problems, housing shortages, flooding from extreme rain. This city is at the epicenter of so many intersecting challenges. Detroit is also a place of innovation and resilience. That’s why it was so important to start the project here. It serves as both a proving ground and a case study for what’s possible when we combine environmental action with community-centered design. Q: What impact have you seen so far? A: The response has been incredible. We’ve distributed thousands of winter kits that include our thermal bags, gloves, socks, and hygiene supplies. Each year during our warming tent drives, we also listen. The unhoused community has helped shape our product — suggesting more insulation, more comfort. It’s a conversation. There’s also a behavioral shift happening. People are saving Mylar bags at home. Schools are integrating sustainability into their classrooms. Even corporations are reaching out to partner with us. This year we received a grant from EGLE to install chip bag collection kiosks in grocery stores across Southeast Michigan. Q: What do you wish more people understood about upcycling — and the connection between environmentalism and equity? A: That it’s accessible. Upcycling isn’t a high-concept lifestyle — it’s what so many families already do out of necessity. Growing up in different economic environments, I saw people reuse grocery bags, repurpose clothes, and pass things down. That’s upcycling. If we hold ourselves accountable for even small actions – reusing, repurposing, buying differently – we can reduce our waste footprint and shift larger systems. Equity and environmentalism go hand in hand when we center the everyday choices people make in their homes. Q: What’s next for The Chip Bag Project? Are you planning to scale or expand your reach? A: Yes. We recently received a grant to install those chip bag kiosks I mentioned. For a while, we had to stop collecting because we simply ran out of room. Now, we’re looking for a permanent facility to serve as both a workspace and a storage hub. We’re also launching a school-year program and working to get our curriculum certified for broader use across the country. Our five-year anniversary is coming up, and we’re planning to use that moment to raise funds and build even more momentum. This summer, we’re continuing our monthly neighborhood cleanups — teaching plastic education and giving back. We also do corporate team-building events, like the one with StockX on 313 Day, where employees helped assemble

Rethinking Thermal Energy in Commercial Buildings

June 24, 2025 No Comments

PowerPanel, headquartered in Oxford, focuses on sustainable energy technology with a particular emphasis on hot water systems and thermal energy capture. The company designs and manufactures modular solar hybrid systems that integrate both photovoltaic and thermal components into a single unit. Its goal is to offer energy solutions that are more efficient, durable, and economically viable for a range of commercial and industrial applications. SBN Detroit interviewed Garth Schultz, founder and president, and Oliver Buechse, who leads strategy and organizational development, about energy planning, misconceptions around renewables, and how Michigan’s engineering legacy could help shape the future of sustainability. Q: What is the impetus behind PowerPanel—what are you looking to achieve? Garth Schultz: Our work is driven by two goals – decarbonization and energy savings. We’ve developed a photovoltaic-thermal (PVT) module that combines solar electric and thermal capture in a single footprint. That means you can generate electricity while also capturing heat for domestic hot water or space heating, achieving a form of double decarbonization. We’ve paired that with a flexible hot water storage system. Water can store energy for long periods – up to 55 hours in some cases – so we’re using it as a thermal battery. The system allows for energy recovery from rooftop solar units or HVAC waste heat and redistributes it through a pump for heating needs. The components are designed for easy installation, using engineered foam and PVC linings. Oliver Buechse: By reimagining the infrastructure, we’ve been able to introduce solutions that are cost-effective, recyclable, and have longer life cycles. We’re focused on creating practical, adaptable tools for commercial facilities. Q: What are some of the most common misconceptions businesses have about adopting renewable energy, and how do these misunderstandings slow progress? Schultz: One major misconception is that renewable energy is always more expensive or only viable with significant incentives. In reality, for domestic hot water systems – especially in commercial settings – the return on investment can be very favorable. The payback period is often short, particularly when combined with existing energy efficiency measures. There’s also the belief that traditional systems are “good enough.” But if you compare life cycles, newer solutions like ours often last twice as long as standard replacements and provide better performance over time. Buechse: Another barrier is the perception that renewable adoption is driven by political pressure rather than economic value. When we talk to property owners or facilities managers, the conversation often shifts quickly once they understand the cost savings and operational advantages. Government incentives help reduce the upfront investment, but the benefits – lower utility bills, resilience, and future-proofing – stand on their own. Q: How has the conversation around energy efficiency evolved within Southeast Michigan businesses over the last decade? Schultz: There’s more awareness now. Internal sustainability mandates are common, even in sectors where they didn’t exist 10 or 15 years ago. Businesses are looking at practical ways to improve efficiency, not just for compliance, but because it aligns with their operational goals. Buechse: We’re also seeing a shift where architects and developers are integrating energy solutions from the start. They want buildings that are good for the environment and good for people. It’s not just about meeting code, it’s about delivering healthier, more sustainable spaces that people feel good about occupying. Q: When it comes to energy planning, how can businesses expand their thinking beyond electricity? What parts of the energy equation are often overlooked? Schultz: Thermal energy is often underappreciated. If you look at the average building, around 85% of total energy use goes to heating, cooling, and hot water, not electricity. But we rarely evaluate that side of the equation as thoroughly. Buechse: There’s also a broader awareness now that utility bills don’t reflect the full cost of energy. Natural disasters, insurance premiums, environmental degradation – those costs are externalized. More people are recognizing that energy efficiency also means resilience and reduced long-term risk. Technologies like geothermal or air-source heat pumps are also gaining traction. The big shift we are working toward is using energy that’s already present in the environment – or being wasted – and recapturing it. Q: In a state like Michigan, what makes energy strategy particularly challenging or unique? Schultz: Michigan has a heating-dominant climate. That creates challenges, but it also opens opportunities. In summer, a PVT (photovoltaic) unit produces both peak solar electricity and peak thermal output. That surplus energy can be stored and used later to replenish geothermal systems or supplement heating needs during the cold months. It’s about layering different technologies together—solar, thermal storage, geothermal—to create a more flexible and reliable energy strategy. Q: What trends are you seeing among commercial and industrial businesses rethinking sustainability and energy use? Buechse: It goes back to integration. For example, hospitals need to cool their operating rooms, and they also need hot water for sterilization. If these things happen on completely different systems it’s inefficient and costly. But if you can tie them together, taking energy out of the operating room and using that same energy to heat another area or make hot water you become much more efficient. We’ve worked with breweries where waste heat from tank cleaning is now being reused within the process. That reduces overall energy demand and cuts operating costs. The best part? Many of these upgrades can be implemented as retrofits. They don’t require a complete rebuild, and they create local jobs in plumbing, HVAC, and construction. Q: What role can Michigan businesses play in shaping national or global conversations around sustainable energy? Schultz: Michigan’s manufacturing legacy is a huge asset. The expertise in design, tooling, and production, especially from the auto industry, gives us a unique advantage when it comes to developing and scaling new technologies. Buechse: There’s also a mindset here around solving problems and making things work. We don’t need to compete head-to-head with global solar manufacturers on commodity products. Instead, we can offer solutions with additional value—like thermal capture and storage—and use that to differentiate ourselves. The

Sustainability in Practice at the Detroit VA

June 17, 2025 No Comments

The Detroit VA Healthcare System is implementing a systemwide sustainability strategy through its Green Environmental Management System (GEMS), designed to reduce waste, lower energy consumption, and improve operational efficiency. The program recently earned Practice Greenhealth’s “Top 25 Environmental Excellence Award.” Through coordinated efforts across departments and a commitment to innovation—particularly in high-resource areas like dialysis—the Detroit VA works to demonstrate how environmental stewardship and clinical care can go hand in hand. SBN Detroit interviewed Andrew Deppner, clinical nurse manager of the hemodialysis unit at the Detroit VA, to learn more about the system’s approach and what other healthcare institutions can adopt from their progress. Q: Why do you think sustainability is such a crucial part of healthcare today? A: Sustainability is relevant to all human operations today—we’re working with finite resources, and being good stewards of those resources is imperative. That’s especially true in healthcare. The population is aging, and we’re seeing more people living longer with chronic health needs. Meanwhile, healthcare itself is becoming more expensive. That means we need to be smarter about how we allocate and use resources. At the VA, we serve 9 million–10 million veterans every year with a workforce of nearly half a million staff members. The sheer scale of our operations means our environmental footprint is significant. So our responsibility is twofold: Providing top-tier care and managing the institution in a way that honors that care through sustainability. Q: Walk me through the structure of the GEMS program. How do departments collaborate to implement sustainability initiatives across such a large system? A: GEMS operates as a committee that meets quarterly to evaluate all relevant projects—whether it’s new construction, repairs, upgrades, or procedural changes. One of our key parameters for approval is sustainability. We always ask: Can this process or improvement be made more sustainable? We also assess best practices across the larger VA health system and use that insight to inform local decisions. That structure allows us to prioritize environmental responsibility across the board while tailoring solutions to our specific needs. Q: In terms of winning Practice Greenhealth’s Top 25 Environmental Excellence Award, what do you think sets the Detroit VA apart, and what might others learn from your example? A: Honestly, it comes down to our scale and our passion. We deliver a huge volume of patient care, so the impact of our sustainability efforts is magnified. But what truly sets us apart is that our team is fully committed. Stewardship isn’t just an initiative here—it’s a value we live by. That passion influences every decision we make, and it shows up in the way we approach both large-scale projects and day-to-day operations. If there’s one thing other systems can take away, it’s that passion drives results. When your team is genuinely invested in sustainability, it shows up in your outcomes. Q: How did your team reimagine the system to reverse the traditional water-use ratio in dialysis—and are other departments applying this kind of thinking? A: Traditionally, reverse osmosis (RO) systems in dialysis operate with significant water waste, which is 60% to 80% efficient. We are working at about 98% efficiency. We achieved this by choosing a high-recovery RO system over a standard one. That decision alone results in millions of gallons of water saved each year. When we received quotes from vendors, we made high-recovery RO our top priority, even though it required more investment and more work on our end. We believed it was worth it, and our team embraced the challenge. Q: What were some of the biggest challenges you encountered when trying to drive sustainability in a healthcare setting, and how did you overcome them? A: One challenge was our water room construction project. We decided to partner with a smaller, less globally established engineering company. That meant we had to take on a larger share of the planning and preparation ourselves. The tradeoff was that we had more control over the sustainability aspects of the project, but it also required more time and resources. Despite the extra effort — more vendor coordination, more problem-solving — it paid off. We now have a highly efficient system that we believe in. It was more work, but we were willing to do it because the outcome aligned with our values. Q: How does the Detroit VA balance sustainability with the demands of clinical care, especially in high-intensity or resource-heavy departments? A: It starts with commitment. Everyone on our team is dedicated to serving our veterans. That shared purpose enables us to pursue ambitious projects without compromising care. I’ve been able to focus on our sustainability efforts because I trust my clinical team implicitly. Their professionalism and passion have freed me to work on these broader initiatives, and I know the patient care side is in excellent hands. Q: If you could share one key takeaway or piece of advice with other healthcare systems looking to follow your lead, what would it be? A: Plan ahead. You can’t foresee every variable, but the more proactive you are, the better your outcomes will be. Anticipate your resource needs early and map out the process thoroughly. If you do that, you’ll be in a stronger position to allocate budget and support before problems arise. Sustainability is about systems thinking, and that starts with good planning. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.

Reimagining the Pallet Supply Chain

June 10, 2025 No Comments

Founded in Michigan, 3R Pallets is working to transform what can be an environmentally costly component of global logistics: the shipping pallet. The company creates reusable composite pallets made with recycled plastics and reclaimed plant fibers, designed to reduce waste and extend product lifespan, offering a scalable alternative to traditional wood and plastic models. SBN Detroit interviewed co-founder Kylee Guenther about innovation in the pallet industry, the environmental consequences, and the outlook for Southeast Michigan and beyond. Q: What was the impetus behind founding 3R Pallets? A: I’m the second-generation in my family to work in Michigan’s plastics industry—I literally grew up on the shop floor, learning from the bottom up. My dad worked on everything from one-gallon milk bottles to those little lemon-shaped juice containers. I was always fascinated by the engineering, but I was also concerned by the amount of waste I saw. As an adult, I became more focused on sustainability and how I could be part of the solution, so I decided to do something about it. That’s how 3R Pallets was born. Our goal is to disrupt the archaic wooden shipping pallet industry with the world’s most sustainable pallets. Not only are our pallets sustainable, but we help save our customers money. Traditional pallets damage and destroy product, cause production downtimes and need constant repair and endless reordering. With our drop in solution, we’re disrupting this space. We just graduated from TechStars and are the first company from Lansing to ever be accepted. It’s one of the most competitive and respected accelerators in the country. We’re also currently raising a $1.2 million pre-seed round to help onboard new customers, build inventory, and grow our team. Q: What do most people misunderstand about the scale and impact of pallet production? A: People just don’t think about them. Pallets are invisible to most consumers. They’re not something you interact with every day, so it’s hard to grasp the scale unless you’ve worked in logistics or manufacturing. Compare that to straws, bags, or plastic bottles—people have firsthand experience with those, so there’s a clear sense of impact. But over 90% of the goods we use were shipped on a pallet at some point. It’s a massive part of the supply chain that’s often overlooked. Q: With pallet use expected to increase in the next decade due to e-commerce growth, what are the biggest sustainability challenges facing the industry today? A: The first big challenge is access to materials. We’re already seeing lumber shortages in many places, and if demand doubles, costs will rise, and pressure on forests will increase. We can’t pretend there’s an endless supply of trees to meet that need. Plastic pallets are often seen as an alternative, but not all plastics can be used in pallet manufacturing. And recycling plastic isn’t a forever solution—it degrades over time. Our approach uses recycled plastic and reclaimed bamboo fibers which actually strengthens the material and increases how many times it can be reused or recycled. Q: Most wooden pallets are only used a few times before being discarded. Why has reuse or recycling been such a persistent challenge? A: The main issue is durability. Wooden pallets simply aren’t built to last. They break down after a few uses, especially when hit by forklifts or exposed to the elements. And if they’ve been fumigated, they often can’t be recycled at all. Our composite pallets can be used 50 to 60 times. They won’t degrade like wooden pallets and can be repaired or recycled when necessary. That’s a huge improvement in terms of both cost and environmental impact. Q: What is the typical lifecycle of a pallet from production to landfill, and where are the biggest environmental pain points? A: For wood, a tree is grown, cut down, milled, and nailed into a pallet. It’s sent to a distributor, then to a customer, used a few times, and if it’s damaged or treated, it goes to a landfill. Best case scenario is they enter a secondary market after being repaired and get a couple more uses. Plastic pallets are usually injection molded, often using virgin plastic. They might last for 30 to 40 cycles, then either get recycled or landfilled depending on their condition. Our pallets are different. They’re made with non-edible plant fibers with recycled plastic and molded into a durable product. They can go through 50 to 60 uses, and in many cases can be repaired or recycled again. That means fewer pallets are needed overall—and far fewer are discarded. Q: How does Michigan contribute to or feel the impacts of pallet consumption? A: We use a lot of pallets here—there’s no doubt about that. But Michigan also gives us a big opportunity because the automotive industry is one of the most forward-thinking when it comes to closed loopy supply chains. We’re already seeing traction in that space. Our value proposition is simple: help customers ship more goods with fewer pallets. That’s good for business and good for the planet. Q: How does the end-of-life of a pallet impact the total carbon footprint of a shipping operation? A: It’s huge. Most traditional wood or plastic pallets end up in landfills and producing new ones requires more energy and raw materials. That adds up. If you extend the life of a pallet and reduce the number of replacements needed, you lower emissions, reduce waste, and conserve resources. Our composite pallets are designed to be durable and recyclable, which makes the whole system more sustainable from start to finish. Q: What has innovation been like in the pallet industry? A: There truly hasn’t been a lot of innovation. Most of it is on the software side but the heart of shipping is still the pallet. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.

Designing for the Future: How HED Approaches Sustainable, Integrated Design Delivery

June 3, 2025 No Comments

HED is an integrated design, architecture, and engineering company founded in Detroit with a Royal Oak office and a national presence, dedicated to designing high-performing, sustainable spaces that enhance lives and strengthen communities. The firm collaborates with both public and private clients to address the complex challenges of decarbonization and climate resilience. SBN Detroit interviewed Daniel Jaconetti, National Sustainable Design Leader, and Thomas Hoff, Mechanical Engineering and Sustainable Design Leader, to explore the realities of achieving net zero, what clients are prioritizing in Southeast Michigan, and where sustainability efforts must go next. Q: As we approach 2030, how realistic is the industry-wide goal of achieving net-zero operational and embodied carbon in buildings, and where are the biggest gaps today? Jaconetti: Whether or not it’s “realistic” is beside the point; the goal is what is necessary. Scientists have defined what the atmosphere can tolerate, and we’re working backwards from there. The American Institute of Architects (AIA) has set a target of net zero energy (operational greenhouse gas emissions or “carbon”) by 2030 and net zero embodied carbon by 2050. That first part — net zero energy — is readily achievable for many, if not all. However, 2030 is less than five years away, and even if we think we may fall short, we can’t take our foot off the accelerator. One of the biggest gaps right now is energy modeling. We have the tools, but too often, energy modeling is done late in the design process. If we model earlier, we can make smarter decisions upfront, decisions that shape a building’s performance for decades. Q: What trends or client demands are driving sustainability in architecture and engineering, especially in Michigan? Hoff: The most immediate driver is cost. More efficient buildings are simply cheaper to operate and easier to manage, especially when extreme weather hits. Energy efficiency and resilience go hand in hand, and that’s an easy sell. We’re also seeing more clients who want to lead by example. They’re not just aiming for code minimum; they have their own climate goals and want to build high-performance environments that align with their values. Those are fantastic clients to work with because they’re already motivated and looking to push the envelope. Q: What are the most common challenges you face when trying to decarbonize a project? Jaconetti: The biggest challenge is often understanding. There are still knowledge gaps in what “decarbonization” actually means. Sometimes clients — even large manufacturers — are under pressure from global partners to “decarbonize” but don’t know what that entails. So, we start by educating and aligning on definitions. Another issue is that the term “net zero” itself has been made confusing, sometimes defined as just being better than a baseline. That muddies the water. Let’s be honest and consistent about what we’re doing and why. This isn’t a branding exercise. It’s an existential issue for humanity. Q: How do you communicate the long-term value or ROI of sustainable design to clients focused on short-term costs? Hoff: Energy modeling is key. We can take a theoretical building and compare design options, showing exactly how much money (and energy / GHG emissions) a client might save over 5 or 10 years. It’s about shifting the conversation from low first cost to lifecycle cost (or total cost of ownership). When we model early in the design process, we can shape the building to hit more favorable payback windows and improve ROI. In most cases, you spend a little more up front and gain a lot more over the long haul. Q: Can you share a recent Michigan project that exemplifies sustainability, and what made it successful? Hoff: One great example is the renovation and addition of the Alexander G. Ruthven Building at the University of Michigan. The original building was an old museum — architecturally iconic, but outdated and inefficient. We helped transform it into a modern administrative and classroom facility, incorporating chilled beams, a VAV hot water system, and high-performance design throughout. It’s now LEED BD+C NC V4 Gold certified. Even more important: we took a forward-thinking approach to the campus’s future. Although we needed to connect to U-M’s central steam plant in the near term, we designed the systems to be able to evolve into a more efficient central hot water system in the future, to align with their long-term sustainability goals. That kind of systemic thinking is what helps make a project truly sustainable. Q: How do public vs. private sector clients approach sustainability, and how does that play out in Southeast Michigan? Jaconetti: In our experience, both sectors are committed, but the way they document and communicate that commitment can differ. Public clients are often more visible and accountable to constituents, so there’s a strong emphasis on modeling, metrics, and transparency. Private clients, especially those with ESG reporting obligations or international affiliations, can be just as rigorous. What varies most is the degree of certification or formal documentation they pursue. Hoff: In the public sector, particularly with projects like laboratories or civic buildings, the long-term horizon is often more accepted. These clients understand that resilient design can mean lower operating costs over decades — and that aligns well with public funding structures. Q: What role does retrofitting existing buildings play in decarbonization, and how does that differ from new construction? Jaconetti: As architects, we love the blank slate of new construction — it allows us to optimize everything. But the most sustainable building is often the one that already exists. About 50% of a building’s embodied carbon is in the structure. If we can reuse that structure, we’ve already made major progress. That said, we must evaluate trade-offs carefully. Upgrading systems to all-electric, for example, might not make sense if the embodied carbon of those new systems outweighs the operational benefits. Every retrofit has different variables, it’s a nuanced equation, and we have to be honest about the priorities and data behind our decisions. Q: What technologies, policies, or behaviors will be most important in accelerating

FRESH COAST CLIMATE SOLUTIONS WATER STEWARDSHIP

Guiding Michigan Businesses Toward Smarter Climate Action

May 27, 2025 No Comments

Fresh Coast Climate Solutions is a Michigan-based climate consultancy that aims to help organizations across sectors implement sustainable, equitable, and economically viable climate strategies. Founded on deep expertise in greenhouse gas inventories, carbon mitigation, ESG, water stewardship, and circular economy principles, the company provides technical support and strategic guidance to businesses and municipalities navigating the energy transition. Fresh Coast has partnered on projects ranging from municipal benchmarking in Flint to advanced battery development in collaboration with American Battery Solutions. SBN Detroit interviewed Jenny Oorbeck and Josh Brugeman, co-founders of Fresh Coast Climate Solutions, to discuss the company’s current priorities, lessons from its recent projects, and how small and mid-sized businesses can build effective climate strategies in a fast-changing policy and economic landscape. Q: What is the impetus behind Fresh Coast Climate Solutions? Oorbeck: We launched Fresh Coast three years ago with a sense of urgency. The climate crisis felt personal and immediate, and we wanted to take the reins into our own hands. From the beginning, we focused on building a company culture grounded in bold, transformative action. That means not being afraid to push boundaries, not say no to pilot projects, and work only with partners who share our ambition and urgency. Our goal has always been impact at scale, not incrementalism. Brugeman: We’re very deliberate about engaging in projects that move the needle. That includes deploying transformative technologies, piloting new programmatic approaches, and pursuing strategies that can meaningfully shift the trajectory of climate and sustainability efforts. We’re not interested in business-as-usual—we want to help organizations lead. Q: What are the most common climate-related challenges businesses in Southeast Michigan are facing right now? Oorbeck: We’re seeing a consistent challenge among small and mid-sized enterprises. Many are under pressure—from customers, employees, and supply chain partners—to demonstrate meaningful climate action. But they often lack the bandwidth, technical knowledge, or financial resources to respond effectively. New regulations, evolving standards, and growing stakeholder expectations can feel overwhelming. They need help making informed, strategic, decisions that advance both their sustainability and competitiveness. Brugeman: For many of these companies, sustainability is becoming a prerequisite for doing business, especially if they’re part of larger supply chains. Increasingly, their clients are demanding emissions data, decarbonization strategies, and ESG transparency. The risk is real: Suppliers that don’t adapt could lose out on future contracts. That’s why we emphasize not only environmental stewardship, but also economic competitiveness and operational resilience – things like reducing energy costs or preparing for power disruptions and extreme weather events. Q: Once businesses are ready to act, what barriers tend to prevent meaningful progress? Oorbeck: The most common barriers are capacity and resources. In smaller organizations, sustainability is often an added responsibility for someone already juggling multiple roles. Without a dedicated team or financial backing, the work can stall. That’s why our Michigan Climate Wise Business Program—funded by the Erb Family Foundation—focuses specifically on helping these under-resourced companies move forward. We provide access to expert guidance so they can prioritize and implement practical solutions. Brugeman: I’d also highlight two major gaps: technical expertise and access to capital. Many businesses know sustainability is important, but they don’t know where to start. That’s where engaging external experts can make a difference. We encourage companies to look for “no-regrets” projects—efforts that cut emissions, save money, improve efficiency, and position them for future success. Q: Are there misconceptions you regularly encounter when it comes to emissions, ESG, or water stewardship? Brugeman: One of the biggest misconceptions is around timelines. Many leaders focus solely on short-term paybacks, but climate action is a long game. Sustainability isn’t just a “nice to have”—in larger organizations, it’s already embedded into operations, tied to financial incentives, and closely monitored at the executive level. Smaller companies don’t always realize how deeply integrated these issues have become, and that disconnect can be costly. Oorbeck: Agreed. Another misconception is that the pressure to act will fade, or that a few small gestures are enough. The reality is that some companies risk being dropped as suppliers if they can’t demonstrate credible sustainability progress. We need to move the conversation beyond quarterly goals and toward long-term impact. This is the defining business challenge of our time. Q: How does Michigan’s regional identity shape the way companies need to approach sustainability? Brugeman: Michigan has a unique responsibility and opportunity. We sit at the center of the largest freshwater system on the planet—yet we undervalue and underprotect this critical resource. Water stewardship should be a defining focus for our region. We also have deep roots in heavy manufacturing, which has been the economic backbone of the state. As the global economy shifts toward decarbonization, Michigan is positioned to lead—but only if we commit to building a cleaner, more sustainable industrial base. We’ve excelled at making things. Now we need to excel at making them responsibly. Q: You’ve worked with municipal governments on decarbonization strategies. What can businesses learn from those efforts? Oorbeck: I started my career in the public sector, and at times cities have led the way in sustainability, especially when support at the state or federal level has wavered. Cities began developing climate action plans more than two decades ago. Businesses can learn from those experiences: how to build internal teams, engage stakeholders, and set meaningful targets. At the same time, municipalities can learn from the agility of the private sector, especially in deploying solutions quickly. Brugeman: One thing the public sector does well is plan for the long term. That mindset is essential for climate action. Conversely, the private sector often moves faster and embraces innovation more readily. If each sector borrows from the other, we can accelerate progress. Q: What recent projects are you especially proud of and what lessons might they offer to other Michigan businesses? Brugeman: One is our Michigan Climate Wise Business Program. In partnership with Centrepolis Accelerator and supported by the Erb Family Foundation, we provide sustainability and climate services to small and mid-sized businesses that lack the internal capacity to