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?

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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 Cost of Energy Inequality

March 10, 2026 No Comments

Detroit-based nonprofit Elevate focuses on the intersection of energy equity, housing stability, and workforce development. Through community partnerships and programs that connect residents with energy-efficiency upgrades, education, and job-training opportunities, the organization works to strengthen neighborhoods while helping families reduce costs and improve living conditions. SBN Detroit interviewed Shawna Forbes Henry, Director of Community Programs at Elevate, about the broader implications of energy access, the structural barriers communities face, and what real progress could look like in the years ahead. Q: What first drew you to the work Elevate does, and what problem did you most want to help solve? A: One of the things that initially drew me to Elevate is that the organization recognizes energy isn’t just about utility usage. It’s about whether communities can remain stable and whether residents can afford to stay in their homes. The cost of maintaining a safe and comfortable home can place a significant financial burden on families. When utility bills become too high, people are forced to make difficult decisions about whether to pay for food, medicine, or energy. Over time, those choices can push households into deeper financial hardship. As a community leader, I’ve seen firsthand how significant the burden of utility costs can be. The issue I most wanted to help address is the cycle of energy burden and the disproportionate impact it has on low-income communities. Q: Many people don’t realize how closely energy and water access are tied to economic stability and public health. What are some of the most overlooked consequences when communities lack reliable access? A: One of the most overlooked consequences is the long-term health impact. Homes that aren’t properly heated, cooled, or ventilated can worsen chronic health conditions. When water systems are unreliable, that also introduces serious public health risks. We’re seeing these issues more frequently. Poor housing conditions can contribute to asthma, respiratory problems, and other chronic illnesses. There’s also the financial instability that comes with it, as I mentioned, which can ultimately lead to displacement if people can no longer afford to remain in their homes. As an educator by training, I also think about how these challenges affect daily life. If a home is too cold, too hot, or lacks consistent power, it becomes difficult for children to focus in school or for adults to maintain stable employment. Q: Elevate is rooted in Detroit. How does Southeast Michigan shape your priorities, strategy, or the challenges you see most often? A: Southeast Michigan provides a powerful lens for understanding the challenges around energy equity. Michigan is often recognized as a leader in the clean energy space, but we also have one of the oldest housing stocks in the country. Much of our infrastructure is aging, and many neighborhoods have experienced long periods of disinvestment. At the same time, the region has a strong commitment to workforce development and neighborhood revitalization. When you bring those elements together, it creates opportunities for community-driven solutions. Our work has to address several interconnected issues at once—housing rehabilitation, economic mobility, and workforce development. If we want to build strong communities, we have to think about the system as a whole. When we talk about strengthening pathways into the green economy, those foundational issues need to be stabilized first. Q: In your view, what are the biggest barriers preventing progress on equitable energy access? A: One of the biggest barriers is fragmentation. Housing systems, energy systems, and water systems are often addressed separately. These sectors frequently operate in silos, which makes it difficult to create coordinated solutions. Another challenge is access to capital. Many homes require significant updates because of aging infrastructure, but homeowners and landlords often don’t have the resources to make those improvements. As a result, energy upgrades that could lower costs and improve efficiency are frequently overlooked. There’s also an awareness gap. Resources and programs exist to help residents improve efficiency or reduce energy costs, but many people simply don’t know about them. Communication gaps make it harder for those resources to reach the communities that need them most. Q: What are some of the biggest opportunities for progress? A: One of the greatest opportunities is bringing these systems together rather than continuing to work separately. Workforce development is a big part of that. As the energy efficiency sector continues to grow, we need to ensure people are trained and prepared to do the work. Many individuals in the trades still aren’t fully aware of the opportunities within the energy efficiency industry. By aligning workforce training, housing upgrades, and funding streams, we can create a more coordinated approach. When those resources are connected, the impact becomes much greater. Q; What’s one misconception people often have about energy equity, and how would you clarify it for business or civic leaders? A: One common misconception is that energy equity is primarily about subsidies or assistance programs. In reality, it’s about structural access. It’s about ensuring people live in energy-efficient homes, have reliable infrastructure, and can benefit from economic opportunities tied to the clean energy transition. When communities have access to efficient housing and reliable systems, it reduces costs for families and lowers strain on public systems. It also creates jobs and strengthens local economies. For business leaders, energy equity should be viewed as an investment in resilience and long-term economic growth—not simply a social program. Q: Looking ahead five years, what would real progress look like to you—not just for Elevate, but for the communities you serve? A: Real progress would mean that families who have historically been underserved are spending less of their income on energy and water. Their homes would be safer, healthier, and more efficient. Residents would be participating in the clean energy economy and understanding that they have a voice in shaping it. That progress would also include more quality jobs, small business opportunities, and greater community ownership. Communities should have a role in shaping the systems that affect their daily lives. Different neighborhoods face different challenges, and solutions may vary.

How Sustainability Has Become a Core Business Discipline

March 10, 2026 No Comments

The Green Business Lab, founded in 2002 by Samantha Svoboda, aims to help organizations strengthen decision-making about sustainability through immersive business simulations and strategic advisory services. Working with leadership teams across industries, the Lab creates structured environments where executives can explore how environmental, operational, and market forces intersect with core business strategy. Over more than two decades, the Green Business Lab has worked with companies toward moving sustainability out of isolated initiatives and into the center of business planning and leadership development. Below, Svoboda shares her perspective on how sustainability thinking inside organizations has matured, where companies still struggle, and why the strongest leaders increasingly view sustainability as essential to long-term resilience and growth. Q: Over the past year, how has the conversation around sustainability inside organizations changed, and what differences are you seeing in how leaders approach it today? A: What we’re seeing is a clear maturation. Leaders are starting from a different place because the business case for sustainability has been demonstrated in very practical ways. Efficiency initiatives have delivered measurable financial returns. Supply chain disruptions during the pandemic showed how vulnerable companies can be to external shocks. And climate-related risks that were once theoretical are now operational realities. As a result, sustainability is no longer viewed as abstract or aspirational. Leaders recognize that it affects cost structure, supply continuity, and long-term competitiveness. At the same time, many practitioners feel a tension between long-term commitments and a rapidly changing environment. Companies are navigating geopolitical shifts, emerging technologies, and evolving regulatory expectations. The challenge for leadership is creating enough stability to execute long-term strategies while remaining adaptive to constant change. That balance is becoming a defining leadership capability. Q: What kinds of real-world decisions or internal shifts most often happen within the companies you work with? A: Supply chain is often the most immediate focus. Companies may have strong internal operations, but their overall resilience depends on suppliers. Sustainability and risk exposure extend across the entire value chain, particularly in what’s known as Scope 3 emissions and external dependencies. Another shift involves how companies think about stakeholders. Many organizations initially treat sustainability as a communications issue, focusing on crafting narratives for investors, employees, or customers. But stakeholders often have fundamentally different priorities, and communication alone cannot resolve those differences. The more effective approach is to build business models that create value across stakeholder groups. That shifts sustainability from messaging into operational and strategic decision-making. We also see companies beginning to view sustainability as a lens for innovation. Rather than reacting to external pressure, leaders are exploring how sustainability can open new markets, attract talent, and shape product development. That perspective reframes sustainability as a source of opportunity. Q: Many organizations say sustainability is a priority but struggle to operationalize it. Where do you most often see the gap between intention and execution? A: This question is another way of asking why people and organizations miss their goals. I think how the goals are set matters. Goals improve when they are set with stakeholders in mind. That’s because stakeholders will evaluate performance on the issues most important to them, and they will make that evaluation in comparison to your competitors. When you understand what is material to your stakeholders and how you stand relative to the market, you can focus on achieving what matters the most. Q: In your work with executive teams, how does sustainability influence collaboration and decision-making internally? A: One of the most valuable outcomes is increased cross-functional awareness. Sustainability touches finance, operations, marketing, strategy, and risk. When leaders work through complex scenarios together, they begin to see how decisions in one area affect others. For example, capital allocation decisions may look very different from a financial perspective versus a risk or operational perspective. When teams work through those tradeoffs collaboratively, they gain a more complete understanding of the business. Participants also develop a greater appreciation for how different roles approach problems. That awareness improves communication and alignment when they return to their day-to-day responsibilities. It strengthens leadership effectiveness beyond sustainability itself. Q: What distinguishes organizations that successfully embed sustainability into their business model from those that treat it as a side initiative? A: The most important difference is how leaders frame the question. Some companies ask, “What should we do for our sustainability strategy?” Others ask, “What does sustainability require us to do differently in our core strategy?” That second question integrates sustainability directly into business decisions. It influences capital investment, product development, operations, and growth strategy. When sustainability is embedded this way, it becomes part of how the company evaluates opportunity and risk. It is no longer isolated within a single department. It becomes a company-wide capability. Q: What role does cross-functional alignment play, and why is it often harder than leaders expect? A: Sustainability is often introduced as an enterprise-level commitment, but it becomes effective only when translated into functional terms. Operations teams may see benefits through reduced downtime or improved efficiency. Supply chain leaders may see increased resilience. Human resources may see advantages in attracting and retaining talent. Finance may see clearer risk management and capital planning. When sustainability is connected directly to each function’s objectives, it becomes relevant to day-to-day decisions. It strengthens performance across the organization rather than existing as a separate initiative. Q: As economic pressures fluctuate, sustainability is sometimes framed as optional. What are companies missing when they view it that way? A: They are deferring risk rather than eliminating it. A useful example is supply chain strategy prior to Hurricane Katrina. Many companies had optimized operations for efficiency, reducing redundancy and backup capacity. When disruption occurred, those systems proved fragile. In response, companies rebuilt supply chains with greater resilience. That required investment, but it reduced vulnerability. Sustainability operates in a similar way. Investments in efficiency, resilience, and risk management strengthen long-term performance. Treating those investments as optional increases exposure to future disruption. The business case for sustainability has always been rooted in resilience, efficiency, and long-term value

Detroit Entrepreneur Builds Eco-Conscious Candle Brand

February 24, 2026 No Comments

Unique Monique Scented Candles, a Detroit-based business founded by Monique Bounds., aims to produce candles and household products with clean ingredients and local supply chains. What began as a personal hobby during college has evolved into a full-time venture producing coconut oil and soy-based candles made with essential oils and locally sourced materials. SBN Detroit interviewed Bounds about launching a sustainable product line, sourcing challenges in Michigan, and how small manufacturers are navigating the growing demand for eco-conscious home goods. Q: Tell us how Unique Monique began and what motivated you to turn candle-making into a business. A: I started making candles about five or six years ago. It began as a hobby – something calming and creative that helped me manage stress while balancing college classes I was taking and work. I shared them with friends and family, and the response was positive. As I continued experimenting, I began taking business mentoring classes. My mentor helped me understand how to turn my hobby into a business, including forming my LLC and developing relationships with local stores. That’s when I realized there was real potential to grow this into something sustainable. Over time, I also became more intentional about ingredients. I noticed some of the natural components I was using felt better for people in my own household, especially those with allergies or respiratory sensitivities. That shaped the direction of the brand. Q: What distinguishes your candles from traditional scented candles on the market? A: The foundation of my candles is soy flakes derived from soybeans and coconut oil, blended with pure essential oils. I avoid harsh chemicals and synthetic additives. The goal is to create a cleaner burn with minimal soot and no heavy chemical residue. For me, sustainability starts with setting non-negotiable ingredient standards. I use boiled wax methods, essential oils, and thicker glass jars to prevent cracking and extend product life. Packaging also matters. I try to use materials that are safe and environmentally responsible. Q: From your perspective, what does building a genuinely eco-conscious product require beyond just ingredients? A: It requires discipline. Sustainability isn’t something you add later, it has to be built into your foundation. That means being selective about suppliers, understanding where materials come from, and balancing cost with integrity. Many ingredients are processed in ways that aren’t obvious at first glance, so sourcing responsibly takes research. I’ve also had certain ingredients lab tested to ensure they align with my standards. Beyond ingredients, packaging, waste reduction and long-term product use all matter. I think about how the product lives in someone’s home and what happens after it’s finished. Q: How are consumer attitudes around indoor air quality and “clean” products evolving? A: Consumers are more informed now. People ask questions about what’s in their products. They want to know about essential oils, wax types, and where ingredients come from. There’s more awareness around chemical exposure in everyday products. At the same time, there are misconceptions. For example, some people have concerns about soy wax because of misinformation online. Education is important – not everything labeled “natural” is automatically good or bad. It’s about understanding the sourcing and processing behind it. Q: You also emphasize sourcing locally. Why is that important to you? A: Whenever possible, I source ingredients locally in Michigan. I want to keep money circulating within the state and reduce transportation impact. Local sourcing helps minimize carbon footprint and supports other small businesses. It does require careful vetting. But I believe strengthening local supply chains is part of long-term sustainability. Q: How has community engagement played a role in your growth? A: Community events have been very important. I’ve participated in local showcases like the Henry Ford Museum during Black History Month, as well as events connected to the NFL Draft and the Detroit Grand Prix. These events create opportunities not only to sell products but to educate consumers about clean ingredients and sustainable manufacturing. Being present in the community has helped build awareness. Q: Beyond candles, are you expanding into other product categories? A: Yes. I recently launched an antibacterial laundry detergent made with biodegradable, plant-based ingredients. It’s currently carried by More Herbs, a local health and wellness store. I’m also exploring home cleaning kits, and other self-care products. The long-term vision is to build a marketplace that supports other small businesses with similar sustainability values. Q: Looking ahead, what does growth look like for Unique Monique? A: Right now, most of the business is online, but I do have a physical office location. I’d like to expand retail partnerships and possibly open a brick-and-mortar space in the future. Workshops and classes are another goal… teaching others about candle-making and sustainable product development. Ultimately, I want every decision the company makes to support healthier homes, stronger communities and a cleaner environment. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.

Eastern Market Expands Investment in Local Growers

February 17, 2026 No Comments

Eastern Market Partnership, in collaboration with the City of Detroit’s Office of Sustainability Urban Agriculture Division, has announced $240,000 in grant funding to support Detroit-based farmers and farmer collectives. The grants will advance food access, climate education, sustainable land use, and economic opportunity, with priority given to Black- and Indigenous-led farms, youth-led initiatives, and projects rooted in historically disinvested neighborhoods. The recipients – ranging from cooperatives and community gardens to individual urban farms – were selected through a competitive request for proposals process. The funding builds on Eastern Market’s broader efforts to strengthen Detroit’s local food ecosystem, including expanded purchasing programs for urban growers, wholesale distribution improvements, and ongoing infrastructure investments such as the redevelopment of Shed 7. SBN Detroit interviewed Katy Trudeau, president and CEO of Eastern Market, about why this investment matters now, how it supports Detroit’s evolving urban agriculture landscape, and what it signals for the future of local food systems. Q: From Eastern Market’s perspective, why was this the right moment to invest in Detroit’s urban farmers at this scale? A: We’ve been building toward this moment for a few years. In 2023, Eastern Market was awarded Local Food Purchasing Assistance funding through the USDA, which created a dedicated channel for purchasing produce from Detroit’s urban farms. That program reinforced something many of us saw during the pandemic – long supply chains are vulnerable, and there is real importance in strengthening local food systems. Through that federal program, roughly 60 percent of our purchasing went directly to Detroit-based urban growers, with the remainder sourced from regional partners. It proved that we had both the supply and the community demand to sustain a more localized system. The City Council’s decision to award this new grant funding gives us another tool to invest directly in that growing network of urban farmers who are feeding Detroiters. We’ve long supported many of these growers through Saturday Market vending opportunities and other initiatives. This grant allows us to deepen that commitment and build on the foundation already in place. Q: Urban farming has long been part of Detroit’s identity. How do you see its role evolving today? A: Urban agriculture is a micro-industry in Detroit, but it plays an outsized role. It is directly responsive to the need for shorter supply chains. Growing food locally that we can eat locally strengthens access to nutrient-dense food and reduces reliance on distant systems. Many of the farms receiving grants are not only producing food but also teaching residents how to grow their own. That educational component is critical. It builds long-term capacity and strengthens food security at the neighborhood level. There are also broader impacts. Urban farms create gathering spaces where neighbors meet neighbors. They generate small-business opportunities and, in some cases, provide employment and workforce development. They help stabilize vacant land and turn it into productive community assets. It’s economic development, environmental stewardship, and social infrastructure all in one. Q: Why was the focus on Black- and Indigenous-led farms essential to the design of the program? A: Detroit is a majority-Black city, and much of the farming happening here is led by Black growers. We want investment dollars to reflect and support the communities where the work is taking place. One of the grant recipients is an Indigenous farmer who is focused on sharing the cultural importance of Indigenous agricultural practices. That educational lens adds another layer of value to the program. Supporting Black- and Brown-owned businesses has long been part of Eastern Market’s mission. Our Saturday Market vendors represent a wide diversity of entrepreneurs. This grant aligns with that broader commitment to equitable investment and representation. Q: What does food sovereignty mean in a Detroit context? A: To me, food sovereignty is about creating the ability for people to feed themselves locally, without complete reliance on large corporations or distant supply chains. Eastern Market has always played a role in that. As a public market, we provide a space where Detroiters can shop locally and support regional growers. The pandemic made clear how important local capacity can be. This grant program also supports farms that are teaching others how to grow, preserve, and prepare food. It’s about increasing independence and resilience at the household and neighborhood level. Q: How does supporting small-scale, community-based growers impact the broader regional food system? A: Michigan has a robust and diverse agricultural industry, thanks in part to our climate and access to freshwater. What we’re seeing with urban agriculture is the next generation of that legacy. Urban farming represents a micro-scale version of a long-standing agricultural tradition in Southeast Michigan. As we continue investing in it, we’re strengthening a more diversified regional food economy. Over time, as urban agriculture grows as an industry, it can become a stronger economic driver. It also reinforces the importance of regional and state-level support for local food systems. Q: How does urban agriculture reshape the conversation around Detroit’s vacant land? A: My background is in urban planning, so I think about land use a lot. Vacant land can serve different purposes depending on the context. Some farms are temporary land uses that beautify or remediate vacant lots. Others have become permanent economic enterprises that are deeply integrated into their neighborhoods. They are respected, loved, and woven into the urban fabric. Urban agriculture can address vacant land challenges in multiple ways, whether through short-term stabilization or long-term economic development. It gives neighborhoods options. Q: Looking at the selected recipients, what excites you most about the diversity of approaches represented? A: The diversity is incredibly exciting. When we reviewed the applications, we were struck by how much innovation is happening across the city. Some grantees are focused on cooking classes and community nutrition education. Others, like the Grow Moore Produce Cooperative, are leveraging the collective strength of multiple farms to provide training and shared resources. There are also initiatives that help growers turn what they cultivate into value-added products for sale at farmers’ markets. From seed starting to preservation

Building More Sustainable Homes Through Automation

February 10, 2026 No Comments

Citizen Robotics is a Detroit-based nonprofit that advances the use of robotics and digital manufacturing in residential construction, focusing on improving productivity, sustainability, and long-term affordability. Best known for its early work in 3D-printed housing, it explores how alternative construction methods and new financial models can reduce material waste, lower lifetime operating costs, and enhance the resilience of homes. SBN Detroit interviewed Tom Woodman, founder and president of Citizen Robotics, about why housing has lagged behind other industries in adopting new technologies, the structural barriers facing innovative construction methods, and what it would take for models like 3D-printed housing to move from experimentation to scale. Q: Tell me about Citizen Robotics and the impetus behind it. A: The homebuilding industry largely missed the digital revolution. Productivity has been flat for decades and, that has directly contributed to the rising cost of new construction. It has also limited progress on sustainability, from material efficiency to energy performance. At the same time, the industry has struggled to attract younger workers, in part because it’s perceived as manual and outdated. Citizen Robotics was formed in response to that dynamic. The idea was to demonstrate that a robotic future for homebuilding is not only possible, but achievable now. We centered our early work on 3D construction printing because it brings together robotics, digital design, and material innovation in a way that could fundamentally change how homes are built. Q: Citizen Robotics drew early attention for its work in 3D-printed housing. Where is the organization today? A: That early work generated a lot of interest from the community and the media. One of the most important outcomes was that people could physically experience the technology. Thousands of people toured the house, touched it, walked through it, and asked questions. You could see perceptions shift once people understood what was actually possible. Today, we’re working more directly with municipalities and partners to move toward a structure that can support real-world deployment. We’re exploring a for-profit framework that would allow 3D printing to achieve broader impact, including a model we call “Build for Equity,” which combines rental housing with shared equity over time. Q: In your experience, what are the biggest barriers to scaling new housing technologies like 3D printing? A: Many people assume the barrier is more innovation — better robots, better materials. In reality, we’ve shown that even existing robotic systems can deliver meaningful gains, not only in productivity but in material efficiency and long-term performance. The real barriers fall into four areas: market acceptance, continuity of capital, industry conservatism, and a funding gap around productivity. Housing is expensive no matter how it’s built, and resale value is always top of mind. Anything outside the mainstream creates anxiety for buyers, lenders, and developers. Sustainability benefits, such as durability, resilience, and lower operating costs, are rarely reflected in how homes are valued or financed, which makes adoption harder. There’s also a Catch-22. To make homes cheaper, you need volume and repetition. But to get volume, you need lenders to underwrite projects, and they need comparable data that doesn’t yet exist. Q: Why has housing been so slow to adopt automation compared to other industries? A: A big part of it comes down to incentives. Construction largely delivers what the system pays for. The way homes are financed, maintained, and insured often works against affordability over the long term. If we want healthier, more durable homes, we need to reward innovation rather than cost-cutting that degrades quality. Right now, the system works well for those already positioned to profit from it. Changing outcomes requires changing incentives. Q: From your vantage point, where is the greatest opportunity to rethink how homes are built? A: One of the biggest opportunities is Detroit’s inventory of residential lots, combined with a different financial model paired with industrialized construction methods. Build for Equity is about constructing homes for rent while allowing renters to build equity over time through a shared fund structure. That model allows us to focus on the total cost of ownership. From a sustainability standpoint, materials like concrete offer fire, flood, and storm resilience, along with lower long-term maintenance and operating costs. When homes are evaluated based on total cost of ownership — including energy use and durability — innovation becomes much easier to justify. Q: What does it take to keep an innovation-focused organization viable during periods of uncertainty? A: It’s difficult, particularly in a challenging fundraising environment. But the need hasn’t gone away. Around the world, 3D construction printing is advancing – in Texas, Florida, Ontario, Kenya, Japan, and beyond. We learn from those efforts and adapt what makes sense locally. The key is securing capital for repeatable projects so the technology can move beyond prototypes and generate the data lenders need. Q: What would meaningful progress look like for Citizen Robotics over the next few years? A: Moving from prototypes to a repeatable playbook that lenders are comfortable underwriting. Training and placing at least 60 workers into high-tech construction roles. Scaling projects across multiple municipalities. Michigan has the ingredients to become a proving ground for innovative and more sustainable construction, from advanced manufacturing expertise to policy interest in sustainability. The challenge is unlocking the first wave of projects. Q: What needs to change for innovative housing models to become permanent? A: We need financing structures that optimize for total cost of ownership, not just upfront cost. Philanthropy can play a role in de-risking early projects and funding workforce development. Policy matters too. Zoning reform, incentives for net-zero housing, and support for local job creation all help create space for innovation. With the right mix of public, private, and philanthropic investment, we can keep jobs local, improve housing quality, and move toward a more sustainable construction system. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.

Rethinking Hydrogen Production

February 4, 2026 No Comments

Detroit-based OneSix Energy is a clean-energy technology company focused on advancing a lower-carbon approach to hydrogen production. Headquartered at Newlab in Detroit, the startup is developing a proprietary methane pyrolysis system designed to produce hydrogen without carbon dioxide emissions, while also generating solid carbon as a co-product. SBN Detroit interviewed with cofounder Stefan Sysko about the company’s origins, its approach to hydrogen production, and why Detroit is positioned to play a leading role in the next phase of the energy transition. Q: Can you give us the elevator version of OneSix Energy — how it got started, the impetus behind it, and the approach you’re taking to hydrogen production? A: OneSix Energy really began with my co-founder, Dan Darga, who back in 2002 was working at General Motors. He read about the hydrogen economy and immediately knew he wanted to be part of it. He transferred to GM’s fuel cell division in upstate New York, then later worked for a solid oxide fuel cell company. While there, he kept running into the same problem: carbon buildup clogging systems. His perspective was that we were fighting nature instead of working with it. That led him to start thinking differently about surfaces, materials, and how carbon behaves. Dan eventually left to work at NASA’s Jet Propulsion Laboratory, where he learned how to take ideas from concept to deployment in extreme, real-world conditions. He combined these two experiences, refined them, and approached me. I’ve been a lifelong entrepreneur, and I felt I had one more startup in me — one that could genuinely address a major global challenge. We incorporated OneSix Energy nearly two years ago, bootstrapped the initial design and modeling, filed a patent that’s now pending, raised a friends-and-family round, built and independently tested a prototype, and are now moving toward a pilot phase. Q: What problem is hydrogen uniquely positioned to solve that other energy carriers can’t? A: Hydrogen is incredibly energy-dense by mass, and when it’s used, the only byproduct is water vapor. It’s versatile — it can be used as a fuel for power generation or as a chemical feedstock. Hydrogen has been called “the fuel of the future” for decades but it’s difficult and expensive to produce cleanly. Today, about 90 percent of hydrogen is made using steam methane reformation, which is cheap but very dirty — roughly 11 tons of CO₂ for every ton of hydrogen produced. Electrolysis, on the other hand, is clean but extremely expensive and water-intensive. It requires fresh water, significant electricity, and even when powered by renewables, you lose about half the energy in the process. When you look at sectors like data centers — which already consume enormous amounts of electricity and water — electrolysis actually worsens the problem. Our system is different. We’re off-grid. We recirculate a fraction of the hydrogen we produce to power our reactor, so we don’t need external energy, and we don’t use water. In fact, we generate fresh water as a byproduct. Q: Can you explain methane pyrolysis and what OneSix Energy has developed? A: Methane pyrolysis involves taking methane — CH₄, the main component of natural gas — and breaking it into hydrogen and carbon using high temperatures in the absence of oxygen. Because there’s no oxygen, you don’t form CO₂. Instead, you produce solid carbon. That solid carbon – or “carbon black” – is actually valuable. It’s used in products like tires, shoe soles, and industrial materials. There’s a roughly $40 billion global market for carbon black today. Our goal is to upcycle that carbon while producing hydrogen at a lower cost than electrolysis, without water use or external energy input. Q: Hydrogen production often involves trade-offs. What innovations are helping overcome those barriers? A: Right now, the industry is stuck between options that are either cheap and dirty or clean and expensive. What’s changing is the recognition that we need new pathways — not just incremental improvements. Innovations in materials science, reactor design, and system efficiency are making approaches like methane pyrolysis viable at scale. The key is eliminating emissions without introducing new resource constraints. Q: Where do you see the earliest and most impactful applications for clean hydrogen? A: Two areas stand out immediately: data centers and shipping ports. Ports face increasing regulatory pressure because of emissions from ships idling while docked. Hydrogen-powered equipment and shore power could significantly reduce pollution while keeping operations moving. We also see opportunities in power generation for buildings, factories, and industrial facilities. Long-term, hydrogen fuel for heavy-duty transportation — Class 8 trucks, for example — is very compelling. Electrifying those vehicles requires massive and expensive batteries that reduce payload capacity. Hydrogen avoids that issue. Q: Why build a clean-energy technology company in Detroit? A: Detroit put the world on wheels. There’s no reason it shouldn’t lead the energy transformation. We’re at Newlab, surrounded by engineers, manufacturers, and people who understand how to scale physical systems. Detroit is a perfect microcosm — a place where you could demonstrate how an entire city transitions to clean energy. Plus, I was born and raised in the city, so it’s home to me. Q: What misconceptions do you encounter most often about hydrogen? A: The first is safety. People immediately think of the Hindenburg. But hydrogen is actually lighter than air and dissipates quickly, whereas gasoline fumes stay low and linger. When you look at safety data, hydrogen performs very well compared to other fuels. The Hindenburg taught us the hard way that we need to develop unique handling procedures for hydrogen – and we have. Q: What should Michiganders understand about hydrogen’s role in a sustainable energy future? A: Michigan potentially has significant natural hydrogen resources, which should be explored. But we need to remember that it will likely be years, if not decades, before that becomes viable, We also have the Great Lakes — which must be protected. If all hydrogen today were produced via electrolysis, the water consumed would be equivalent to Lake St. Clair