Circular by Design
Revolin Sports, a Holland, Michigan-based startup founded by siblings Hugh and Greta Davis, is aiming to change how sports equipment is made — starting with the fastest-growing sport in America: pickleball. The company is using renewable materials, energy-efficient manufacturing, and recyclable design to lower the environmental footprint of high-performance paddles. SBN Detroit interviewed Hugh Davis, cofounder of Revolin Sports, about how sustainable materials, circular manufacturing, and local partnerships are reshaping the future of sporting goods manufacturing in Michigan and beyond. Q: What first motivated you to build a sustainable paddle brand? A: I started playing pickleball in high school and eventually started competing semi-professionally. As a sponsored player, I kept noticing a pattern — paddles were breaking constantly. My friends’ paddles were breaking, too, so I began repairing them in my garage. That side hustle evolved into a deeper curiosity about how to make paddles better. I studied engineering at the University of Michigan, which gave me insight into materials and design, and I realized there was an opportunity to build something higher performing and better for the planet. Ultimately, my vision was to revolutionize equipment by using natural fiber and renewable linens – that’s where the name Revolin comes from. Between 2015 and 2020, my sister and I built and tested a few hundred prototypes, experimenting with new combinations of renewable materials like flax and hemp. Eventually, we landed on a formula that delivered superior performance with less vibration and weight — and dramatically reduced emissions. That became the foundation for Revolin, which we launched in 2020 with the world’s first 98% reduced-emission flax paddle. Q: Most high-performance paddles today use carbon fiber, which has a large carbon footprint. How do you assess and reduce that impact? A: Most paddles are made from carbon fiber or fiberglass, and those materials definitely have value. They’re lightweight, stiff, and durable. But they’re also petroleum-based, energy-intensive to produce, and nearly impossible to recycle. We evaluate each material’s embodied emissions — how much carbon it takes to produce — and calculate the footprint per paddle based on the exact quantities used. Our data shows a 50-75% reduction in greenhouse gas emissions per unit compared to traditional paddles. We also manufacture in the U.S. using primarily U.S.-sourced materials. That reduces transportation emissions and gives us control over our process, from sourcing to final product. Most of our emission reduction comes from our material choices — how we layer and combine them to improve both environmental impact and performance. Q: You use BioFLX™ (hemp/flax composites) and LavaFLX™ technologies. What are those materials, and how did you develop them? A: BioFLX™ refers to our biocomposite made from hemp and flax — two plants that grow tall and fast and contain some of the strongest natural fibers on Earth. We extract, weave, and layer those fibers in specific orientations, then press them together using a low-energy resin system. The result is a lightweight, rigid panel that reduces vibration and is fully recyclable. LavaFLX™ works similarly but uses fibers derived from volcanic rock. The rock is melted, purified, and extruded into filaments thinner than human hair. It’s less energy-intensive to process than carbon fiber and easier to recycle, while offering exceptional power and spin. We also combine the two to create BioFLX™ Plus — a hybrid that balances strength, elasticity, and environmental benefits. We’ve patented how we layer and weave these materials, and we’re already exploring how to use them in other industries like skis, snowboards, and paddleboards. Q: Where do you see the biggest energy or waste inefficiencies in paddle production? A: Two main areas: waste and durability. In traditional sporting goods manufacturing, roughly one-third of materials end up as scrap. A lot of that comes from cutting patterns or using oversized molds. Most of the industry’s production is overseas, so there’s also significant energy and shipping waste. We focus on small-batch production to minimize scrap and leverage leftover material wherever possible. Then there’s product lifespan. Some players go through a dozen paddles a year because they’re not built to last. We design ours for durability — and we are piloting a program to refurbish and recycle paddles at end-of-life. Q: What steps have you taken to make your packaging more sustainable? A: We keep packaging simple and circular. All of it is made from recycled cardboard that’s fully recyclable again. We print with algae-based inks, which have a lower footprint and fewer toxins than petroleum-based inks. And we use minimal packaging — no excess plastic or unnecessary filler. Q: How does your paddle recycling program work? A: We recently launched a pilot program with our Rise paddle, which was designed to be nearly 100% recyclable. Once the grip wrap is removed, we can grind the rest of the paddle and turn it into pellets for injection molding or even filament for 3D printing. Customers who return their paddles get a discount on a new one, and we reuse the material to create other products. The program is still in its beta phase, but we’re collecting paddles and testing processes now. Within the next year or two, we plan to scale it into a full circular system. Q: What are the biggest challenges you face? A: Cost is definitely one. Our materials are unique and sourced from small, innovative suppliers. Building everything in the U.S. adds cost too, but it allows us to control quality, innovate quickly, and maintain transparency. Availability can also be challenging. These materials are newer, niche, and sometimes hard to find in the right weights or thicknesses. Q: How do consumers respond to the higher price point? A: It depends. Some buyers come to us because of sustainability, others because of performance. Once players feel the paddle — the lack of vibration, the control, the extra spin — they recognize the performance value. It’s not just a sustainable paddle; it’s a better paddle. We’ve worked hard to keep pricing competitive without passing our higher costs directly to consumers. And once people learn
Advancing Sustainability
Ann Arbor-based NSF is a 501(c)(3) nonprofit that develops public health standards and provides auditing, certification, and training across industries ranging from food and water to consumer products and manufacturing. Its work often intersects with sustainability, helping businesses measure environmental performance and verify progress toward their goals. SBN Detroit interviewed Justin Brown, senior manager of sustainability & product verification at NSF, about the challenges companies face in advancing sustainability, the opportunities emerging in Southeast Michigan, and the role of credible verification in driving meaningful progress. Q: NSF is well known for setting public health standards globally. How do you translate that expertise into helping businesses meet sustainability and environmental goals? A: NSF has applied independent, science-based rigor for decades — starting in water and food safety more than 80 years ago — and we’re bringing that same approach to sustainability. Over the past year, we’ve renewed and expanded our standards, developing lifecycle-based sustainability criteria across water, textiles, and building materials. Beyond standards, we provide auditing, certification, and training to help organizations measure ESG performance and translate sustainability goals into credible, verifiable outcomes. Q: From your perspective, what are the biggest sustainability challenges companies in Southeast Michigan are facing today? A: It comes down to businesses balancing the competitive landscape with rising expectations from regulators, investors, and consumers. In this region, with its deep roots in mobility and manufacturing, the challenges include managing environmental impacts across complex supply chains, ensuring accurate reporting, and adapting to shifting regulatory requirements. Companies also face pressure around chemical safety, waste reduction, and responsible sourcing. At the same time, Southeast Michigan’s legacy in manufacturing creates opportunities to innovate and lead in sustainable practices. NSF helps organizations address these challenges with tools like ESG verification services and product transparency standards that provide measurable criteria to help them progress forward. Q: Many businesses struggle to balance cost and sustainability. What approaches or frameworks do you advise that help companies align financial performance with environmental responsibility? A: Sustainability and affordability can work hand in hand. The more resources a company saves through efficiency measures, the more profitable it can become. Recycling, composting, and other circular practices can create new revenue streams, while energy-efficiency certifications and improvements reduce both environmental impact and cost. These steps don’t just save money — they differentiate companies in competitive markets. Increasingly, investors also reward businesses that integrate sustainability into their core operations, because it signals long-term resilience and accountability. When sustainability is embedded across daily decisions, it strengthens financial performance, builds trust, and reinforces that environmental impact is a true priority. Q: NSF works across industries — food, water, consumer products, and beyond. Where do you see the greatest opportunities right now for businesses to make measurable sustainability gains? A: The strongest opportunities are where transparency and accountability meet. Consumers are demanding to know more about what they’re buying, and companies that can demonstrate credibility through certifications or reporting stand out. In food and retail, certifications like organic or EPA Safer Choice are increasingly important. In manufacturing, standards such as NSF 375 for water-contact products help demonstrate leadership to both regulators and customers. We’re also seeing momentum in chemical safety, carbon accounting, and lifecycle reporting. In Michigan specifically, water stewardship and manufacturing innovation represent major opportunities for businesses to lead. Across industries, credible reporting and product declarations allow companies to show stakeholders that their commitments are real and measurable. Q: How do you see the conversation around sustainability shifting from “compliance” to “innovation”? A: Compliance is no longer the end goal — it’s the baseline. Businesses are increasingly using sustainability as a launchpad for innovation, whether that’s redesigning products to minimize environmental impact, reducing hazardous materials, or creating circular pathways that keep materials out of landfills. A good example is our collaboration with the Global Electronics Council to launch a sustainable electronics standard. Standards like this don’t just respond to regulation — they actively drive innovation and competitiveness. For companies, this shift means sustainability isn’t just about avoiding risk; it’s about uncovering entirely new opportunities. Q: Can you share examples of how businesses are leveraging sustainability as a driver of new opportunities? A: Sustainability is a market differentiator, particularly in industries like automotive. Globally, consumers are paying closer attention to the environmental impact of the products they purchase. Verification and reporting give companies a way to validate their performance, communicate their values, and build loyalty. When businesses can prove their claims with credible third-party data, consumers reward them with trust, and that drives growth. Q: In your work with companies of all sizes, what distinguishes those that succeed in embedding sustainability deeply into their operations from those that struggle? A: It starts with leadership buy-in. When sustainability is treated as a real priority from the top down, it creates employee engagement and accountability throughout the organization. Successful companies also consistently measure performance and use credible tools like ESG reporting, lifecycle assessments, and social audits. Those that struggle often lack reliable data or the ability to collect it, which makes progress difficult. Embedding sustainability into daily decisions, backed by accountability, is what creates lasting impact. Q: What advice would you give to Southeast Michigan companies that want to prepare for future sustainability expectations from regulators, customers, and investors? A: Start by developing a deep understanding of your current practices, products, and services, and identify where the gaps are relative to both current regulations and emerging expectations. Then, build in measurable tools to track and verify progress. Regulators, customers, and investors are all looking for credible third-party validation, and leveraging auditing, reporting, and certification can help companies build resilience and strengthen their position in Michigan’s evolving sustainable economy. Companies that take these steps today will be better prepared to compete — and thrive — tomorrow. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Working to Build a Lower-Carbon Auto Industry
Magna International is one of the world’s largest automotive suppliers, with more than 350 manufacturing sites and engineering centers globally, including a strong presence in Southeast Michigan. The company plays a critical role in shaping the future of mobility, from advanced materials to vehicle systems, while also driving ambitious sustainability goals across its supply chain. Validated by the Science Based Targets initiative, Magna’s commitments include cutting emissions, embedding circular design principles, and working with thousands of suppliers worldwide to achieve net zero. SBN Detroit interviewed Ahmed Elganzouri, Magna’s Global Director of Sustainability and Energy, about the challenges, milestones, and opportunities that come with advancing sustainability in the auto industry. Q: Magna has committed to addressing Scope 3 emissions via supplier engagement. What are the biggest challenges you’ve encountered in getting suppliers to commit to decarbonization, and how are you overcoming them? A: The challenge is scale. We work with thousands of suppliers across the globe, and each of them is at a different stage in their sustainability journey. Some have already set ambitious climate targets and are reporting progress transparently, while others are just beginning to build the internal capability to measure their own emissions. What we’ve found is that education and collaboration are key. We can’t simply mandate change—we have to support suppliers with tools and data. Our approach is to set clear expectations, share best practices, and partner with those who want to learn. It’s not always easy, but we believe that raising the bar across the entire value chain is essential if the industry is going to reach net-zero. Q: Can you walk us through the roadmap Magna has developed for achieving net-zero, particularly for Scope 3? What are the key milestones and metrics you’re tracking to hold yourselves and your suppliers accountable? A: Magna’s net-zero target is validated by the Science Based Targets initiative, which gives us both credibility and accountability. We’ve already set near-term goals to cut our Scope 1 and 2 emissions by 42% by 2030 from a 2021 baseline, and for Scope 3 we’ve committed to a 25% reduction by 2030. Scope 3 is more complex since it includes purchased goods, use-phase vehicles and end-of-life treatment. To drive progress, we’ve established clear milestones: Supplier engagement: Beginning this year, suppliers are required to provide ESG (human rights and labor) reporting, with carbon reporting becoming mandatory next year. Transform Auto program: We’ve launched this initiative to bring renewable electricity procurement options directly to suppliers, making it easier for them to decarbonize. Carbon and ESG data collection: We’ve transitioned from CDP supply chain reporting to more targeted tools—M2030 for carbon data and the NQC SAQ survey for ESG performance. Sustainable materials: We’re rolling out a strategy that advances the use of low-carbon, bio-based, and recycled materials, while also prioritizing end-of-life recyclability. Target-setting: We continue to encourage and track the number of suppliers setting SBTi-aligned targets. Q: What are examples of how design for disassembly is being implemented, so that products are easier to recycle or repurpose? A: We see materials innovation as one of the most exciting levers for reducing our footprint. For example, we’ve developed EcoSphere foam and trim for seats, which combines recycled and bio-based content without sacrificing performance. Another example is our natural fiber door carrier, which replaces glass fibers with renewable fibers while maintaining structural integrity. On design for disassembly, our engineers are looking at modular systems that simplify end-of-life separation. In our seating division, for instance, we’ve developed concepts where metal, plastic, and foam can be detached more easily, enabling higher-quality recycling. It’s about thinking through the full lifecycle from the earliest stages of design—not just how something performs in the vehicle, but what happens to it when the vehicle’s life is over. Q: What do you see as the biggest industry-wide challenges to sustainability right now? A: The biggest challenge is alignment. The auto industry is global, and the pace of change varies dramatically across markets. Some regions move quickly with aggressive regulations and incentives, while others lag. That makes it difficult to scale sustainable technologies at speed and cost. Another challenge is access to renewable energy—manufacturers can only decarbonize so much if the grids we rely on are still carbon-intensive. And finally, financing the transition is no small feat. Electrification, new materials, and circular processes all require upfront investment. The industry has to work together—OEMs, suppliers, governments, and investors—to share that risk and accelerate the payoff. Q: What role do machinery upgrades and optimization of equipment play in energy-efficiency planning? A: A big role. Roughly two-thirds of our manufacturing emissions come from energy use, so making our operations more efficient is critical. That can be as simple as retrofitting lighting and HVAC systems, or as complex as upgrading presses, welders, and paint shops to consume less energy. We also run a global energy management program that identifies and shares best practices across our 350+ sites. On top of that, we’ve built into our operations requirement (MAFACT) a roadmap for how each division will decarbonize its heavy-emitting equipment and outline the challenges they face so we can provide targeted support. Q: How does integrating circular economy principles into product design interplay with cost, manufacturability, and performance? Circularity must work in the real world. That means balancing sustainability goals with safety, quality, and cost requirements. The lesson is that circularity doesn’t have to be at odds with manufacturability or cost—it can actually unlock efficiencies and open new markets. The key is embedding these principles early in the design phase so they aren’t seen as add-ons later. Q: How do changing global regulations and consumer expectations around sustainability affect your strategy? A: Regulations and consumer expectations are both accelerators. Increasingly, consumers want vehicles that reflect their values, and regulators are setting ambitious targets that raise the floor for the entire industry. For Magna, that’s an opportunity: we can differentiate by delivering sustainable innovations that help our customers meet or exceed those expectations. As for policy, we’d welcome more harmonization. Right now,
Michigan-Founded Tech Company, Motmot
Aging drinking water systems are one of Southeast Michigan’s most pressing infrastructure challenges. Many pipes in the region date back to World War II, built with materials now at the end of their service life. Combined with harsh freeze-thaw cycles and decades of underinvestment, the result is frequent leaks, water main breaks, and costly emergency repairs. Motmot, a startup located in Detroit, is tackling this challenge by deploying robotic technology directly inside live water mains. By providing utilities with condition data they’ve never had before, Motmot aims to shift water infrastructure management from reactive crisis response to proactive planning. SBN Detroit interviewed Elliot Smith, the company’s CEO and Co-Founder, about Southeast Michigan’s unique vulnerabilities, the role of technology in creating more equitable water systems, and how utilities can prepare for the future of smart infrastructure. Q: From your perspective, what makes Southeast Michigan’s drinking water systems especially vulnerable? A: Southeast Michigan has some of the oldest drinking water systems in the country. Much of the pipe was placed around World War II, often using cast iron that is now at the end of its life. Add in our freeze-thaw cycles, which cause pipes to expand and contract, and the risk increases. We also have a history of underinvestment — the goal has long been to replace about 1% of the system per year, but that hasn’t happened consistently. In the Detroit metropolitan area alone, there are 13,000 to 14,000 miles of water main pipe. When one failure occurs, it can cascade into emergency work for other cities connected to the same transmission systems. Q: How does your technology change the timeline for cities and utilities — shifting from reactive maintenance to proactive decision-making? A: Traditionally, utilities only learn about problems once a water main fails. That means flooding, emergency repairs, added operational expenses, and public safety risks. What we’re fighting against is that cycle. Our technology provides data before mains fail. It’s about making the unknowns known and helping cities get ahead of the problem. Q: How do you see technology helping ensure that water system improvements are not only efficient but also equitable? A: Equity starts with visibility. Communities with fewer resources often can’t afford inspections, which means they experience more frequent issues. If we can lower the barrier to entry and make inspections affordable, every community has the chance to see what’s happening in their system. That helps mitigate risk and plan for future projects. At the same time, state revolving funds and stronger datasets can help overburdened communities secure the resources they need. Q: Where is Motmot in development today? A: We’re in the pilot stage now. We’ve kicked off our first pilot with the city of Detroit – I was especially happy that Detroit was the first city to take a chance on us. We are working through the American Water Works Association network. We already have more than 50 communities on our waiting list. That said, we’re being very intentional about not moving too fast. We want safe, effective pilots for every community we work with. My goal is to have 10 pilots started by the end of the year. Q: Beyond financial costs, what are the biggest environmental consequences of undetected water loss? A: Water loss is significant. A leak means residents are paying for water they never actually use. But it’s not just lost water — it’s wasted energy and chemicals as well. That water was treated, pumped, and disinfected before it ever leaked into the ground. In Michigan, reducing water loss directly supports our sustainability goals by conserving Great Lakes water and reducing the energy tied to treatment and pumping. Q: What do you see as the biggest hurdles to widespread adoption of smart water infrastructure? A: Risk perception is one. This is a relatively new technology, and water systems are old and often archaic. The mentality of “if it’s not broke, don’t fix it” is strong — but the truth is, much of the system is broken. We also have to prove our technology won’t contaminate systems or interfere with daily operations. And public works departments are already stretched thin. They’re chasing main breaks and doing emergency repairs, so adding another piece of technology can feel like a burden at first glance. Q: Motmot is entering a highly regulated, risk-averse sector with a disruptive idea. What lessons can other businesses learn from your approach? A: It really comes down to partnerships and credibility. We started incubating at the university level, then built credibility through the American Water Works Association. You have to build trust in the ecosystem — with regulators, utilities, and stakeholders. If you have a big idea, you can’t just drop it into the market. Plant seeds, engage stakeholders, and earn advocates who will vouch for you. Q: What do you see as the next frontier in smart water infrastructure — and how might Michigan businesses and communities prepare? A: Integration. In industries like oil and gas, systems like inspections, billing, and modeling are linked because there’s money to be made in efficiency. In the municipal space, those systems are often siloed. Breaking those silos down — connecting engineering departments, utilities, and technology platforms — is the next frontier. Michigan is well positioned to lead in this. We have a concentration of utilities, strong players like the Great Lakes Water Authority, and research universities investing heavily in this space. If we can integrate and apply technology in practical ways, not just in pilot projects, we can move from innovation theater to real-world results. Q: When you talk with water leaders across the U.S., what pain points come up most often? A: There are three that come up repeatedly. First, aging infrastructure — in some places, water mains date back to the 1840s. Second, visibility. Public works is an underappreciated industry. People see parades and fireworks, but not the crews that make daily life possible. That lack of visibility has led to chronic underinvestment. Third, affordability. This space has
AquaAction Chooses Detroit for U.S. Headquarters
Founded in Canada, AquaAction is a nonprofit dedicated to tackling freshwater challenges through innovation and entrepreneurship. Now, the organization has chosen Detroit as its U.S. headquarters — a choice made because of Southeast Michigan’s role as a steward of the Great Lakes and a launchpad for water-tech solutions with global reach. Through initiatives like the AquaHacking and AquaEntrepreneur programs, AquaAction supports young innovators as they transform ideas into real-world technologies. SBN Detroit interviewed President Soula Chronopoulos about why Detroit was selected, the challenges and opportunities facing the region, and how water-tech could shape the next phase of Southeast Michigan’s economy. Q: What makes Detroit—and Southeast Michigan overall—a compelling region for water-tech innovation and freshwater stewardship? A: There’s a powerful momentum building in Detroit. The city has long been a symbol of resilience and grit, and now it’s fueling a new wave of entrepreneurial energy unlike what we’ve seen in other regions. With freshwater and climate change in the global spotlight, Detroit and Southeast Michigan are uniquely positioned. Sixty percent of the global economy depends on freshwater, and this part of Michigan sits on some of the world’s most critical reserves. The Great Lakes hold 21% of the planet’s freshwater resources, making them both a tremendous asset and a frontline target in the fight against climate change. This region has the chance to build something extraordinary — an economy rooted in water technology that can emerge directly from the Great Lakes. Q: How does AquaAction’s presence here help address regional freshwater challenges versus other parts of North America? A: When we considered where to establish our U.S. base, Detroit quickly stood out. Why? Because this area faces some of the toughest water challenges in the country: Flooding, affordability, pollution, and the legacy of crises like Flint. At the same time, there’s an eagerness here to be part of the solution. Detroit is a real-world test bed. If solutions can work here, they can scale across the U.S. and beyond. That’s why I often say the Midwest — and Detroit in particular — has the potential to become the Silicon Valley of water tech. Q: Can you discuss examples from the AquaHacking and AquaEntrepreneur programs that have particular relevance to Southeast Michigan? A: We ran our first Great Lakes binational challenge in 2023, and the response was incredible. Over 250 people joined, 45 teams were formed, and we launched 10 companies out of Michigan and the Great Lakes region. A few examples stand out: Motmot, based at Newlab, uses underwater robotics to detect leaks in aging water infrastructure. They’ve completed more than 40 projects. Myconaut uses bioengineered mushrooms aiming to remediate contaminated soil and keep lead out of drinking water. They recently won a grant and are testing their technology right here in Michigan. Other ventures include predictive flood modeling tools for cities and digital water management systems — both highly relevant to Southeast Michigan’s infrastructure challenges. In Quebec, similar efforts helped build a $200 million water-tech economy. Imagine what’s possible here. Q: How are young entrepreneurs being supported to translate their water-tech solutions into real-world applications in this region? A: We take a different approach. First, we’re a charity, but we’re also entrepreneurs ourselves. That perspective shapes how we build support for innovators. We’ve created an ecosystem where entrepreneurs can partner with subject-matter experts to validate their solutions. We then connect them with business leaders who help refine their models, open doors, and provide mentorship. Finally, we ensure they get into the field to test and apply their work. In Michigan, we anticipate engaging over 1,000 students and innovators in the coming years. We’re also focusing on communities including those with high unemployment. Q: What are the most pressing water-related challenges Southeast Michigan must address now—and in the coming years? A: Infrastructure is the biggest challenge. Much of it is aging and in need of major investment. Beyond that, flooding, pollution, and overall water management remain pressing concerns. There’s also the question of innovation. Detroit’s history in the automotive industry raises an important question: what comes next? I believe water technology can be the next major economic driver. The region already has supply chains, industrial capacity, and expertise that can be leveraged to build a world-class water-tech sector. Q: What barriers are startups or innovators encountering when bringing solutions to market locally? A: The greatest barrier is awareness. Climate conversations often focus on carbon, while water is overlooked. Yet 60% of the global economy runs on water. It is the lifeblood of everything, but we rarely treat it that way. That said, we’re beginning to see a shift. Policymakers, business leaders, and communities are starting to recognize the true value of water — not just as an environmental concern, but as an economic and security issue. Q: With U.S. headquarters now in Detroit, what kinds of economic or social impacts do you anticipate? A: There are two main areas of impact: Jobs and community. In Canada, we’ve helped create around 400 jobs, and we expect to do the same here. Every time we run an AquaHacking or AquaEntrepreneur program, we typically launch 10–20 companies. That means new businesses, new pilot projects, and new career opportunities. We’ve committed to the MEDC that within 12–18 months, we expect up to 35 new businesses to be launched, several pilot programs to get off the ground and at least 10–12 new staff hired at our Detroit office. Equally important is the community impact. Water is a human right, and it brings people together. We’re cultivating a new generation of innovators who see water not just as a resource but as a foundation for equity, resilience, and growth. Q: How do you envision long-term freshwater security, innovation, and resilience evolving in Southeast Michigan? A: Michigan is at a turning point. Just as it once led in mobility, the state can lead in water — in quality, flood management, pollution control, and technology development. The region has the knowledge, the infrastructure, and the industrial base to
Building Community and Sustainability Through Business
Detroit-based entrepreneur Jarriel Brown is the founder of Burst of Life, a company with a dual mission: Creating good-paying jobs that help build community wealth and producing sustainable, plant-based compostable tableware that reduces environmental impact. For Brown, the business is not only about cutlery and compostables, but about opportunity, equity, and a commitment to Detroit’s future. SBN Detroit sat down with Brown to discuss the origins of Burst of Life, the role sustainability plays in his work, and how local entrepreneurship can spark both economic and environmental change. Q: What personal experience or insight drove the creation of Burst of Life? A: It came in two parts. My military and National Guard service gave me perspective — I traveled around the world and saw certain trends. But it hit home when Trayvon Martin was killed and later during the Flint water crisis. I was part of the response team there, going door to door and seeing people suffering — families of all ages, people who looked like me and people who didn’t. They all lacked control over their environment. As an electrician in the military, I asked my supervisor why we couldn’t do more. He told me we didn’t have the authority. That left me angry and determined. In 2019, I began learning much more about entrepreneurship through Global Empowerment Ministries, and I knew I wanted to create a company that could directly help people who were being overlooked. Burst of Life is my vehicle for that — to create jobs, build wealth, and use philanthropy as a driver for community change. Q: Why sustainability? Why plant-based materials? A: That also came from my time in the field. If we left behind forks or spoons, the environmental team would hold us accountable. It made me think about plastics differently. Later, I learned how plastics affect the body and environment — even contributing to birth defects. So, I decided to make plant-based products instead. Sustainability isn’t just about cutting down on waste; it’s about making healthier choices for people and the planet. I also envision running community cleanup programs — boots on the ground, removing trash, improving water, and land quality. Q: How is the material you use different from bamboo or other options? A: Our products are cornstarch–based. Bamboo is strong, but it can break and sometimes leaves a wood taste with food. Cornstarch offers better heat resistance and durability, while still breaking down naturally. It feels like plastic, but it isn’t plastic. Our utensils can turn to ash like bamboo, without releasing toxins. Q: What challenges have you faced in gaining adoption, especially from larger clients? A: The biggest challenge is size. Larger retailers are used to working with suppliers who can deliver on big orders without much flexibility. Still, I’ve been fortunate — our products are on the shelves at Meijer, Fresh Thyme Market, Zerbo’s, and others. To grow, we’re diversifying. We’ve expanded beyond cutlery into plates, bowls, and combo packs. We’re also targeting restaurants, which is a natural next step. Q: Burst of Life positions itself as more than a product company — it’s a movement. What does sustainability mean to you, and how is it woven into your business model? A: For me, sustainability includes community well-being. I grew up in Detroit and Chicago, where unemployment and crime often went hand in hand. I wanted Burst of Life to do more than sell products. I wanted to create jobs with good wages and benefits, and to hire from the community — including returning citizens and veterans. By helping people build wealth, we can strengthen families and neighborhoods. For me, that’s as important as making eco-friendly products. Q: How quickly do your utensils break down, and what impact does that have on waste in Michigan? A: In industrial composting, our products break down in about ten years — much faster than plastic, which can take hundreds. On a smaller scale, they can be burned safely in a campfire or bonfire, turning to ash without toxic fumes. Q: You’re a certified Minority Business Enterprise (MBE) and Service-Disabled Veteran-Owned Small Business (SDVOSB). How do equity and representation shape your commitments? A: Within the communities and places I’ve traveled to I have seen a lot of poverty, unemployment, and incarceration — realities that have hit African American communities especially hard. Burst of Life is about creating opportunities where they’re needed most. I also focus on hiring veterans. No veteran should be homeless, and jobs are one way to address that. Down the line, I want to create mentorship programs to help others build wealth and stability. It’s about creating a cycle of impact that goes beyond me. Q: Are there local collaborations that have supported your growth? A: Yes, my company began with support from Global Empowerment Ministries in Detroit. Their mentorship helped me understand entrepreneurship as something bigger than personal success. I’m also part of the Veteran Owned Business Roundtable, which connects me with other veteran entrepreneurs. And being part of a network of more than 4,000 entrepreneurs gives me constant support and shared learning. Q: How do you see sustainability practices evolving in Metro Detroit and Southeast Michigan in the next five years? A: My vision is to combine product innovation with direct community action. I’d like to see companies like mine not only offering sustainable products but also leading clean-up efforts and promoting environmental education. Detroit doesn’t always look like Bloomfield Hills — but there’s no reason it can’t. Sustainability is part of that transformation. Q: If you could leave other small businesses in the region with one piece of guidance on building with purpose, what would it be? A: Don’t give up. You’ll hear no a lot, and things won’t always look promising. But you have to believe in your vision more than anyone else does. Be your own biggest supporter. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Managing the Trade-Offs between Vapor Intrusion Risk and Energy Efficiency
Indoor air quality has become a significant concern for communities across the country, particularly in areas with older infrastructure and a long history of industrial activity. Protect Environmental, a Louisville, Ky.-based company with an office in Ann Arbor, specializes in radon and chemical vapor- intrusion management to help identify and reduce these risks. Its services include testing, system design, and long-term management, with the goal of creating safer and healthier buildings. SBN Detroit interviewed CEO Kyle Hoylman about the challenges facing Southeast Michigan, how construction trends and climate factors influence air quality risks, and what it will take to make the region a model for risk management. Q: How susceptible is Southeast Michigan to radon or vapor intrusion issues compared to other regions? A: Geologically, the state doesn’t have unusually high natural radon potential compared to some areas, but the issue is still significant. Roughly 27% of all buildings tested in Michigan show elevated levels of radon. The region’s soft sand and dunes can create preferential pathways for gas movement. Combine that with a long industrial history—many older manufacturing facilities were built before we knew what we know today—and you have conditions that increase both radon and vapor intrusion risks. Q: How have recent construction trends affected radon and indoor air quality risks in this region? A: Modern construction emphasizes energy efficiency. We’ve done a lot to tighten the building envelope—doors, windows, insulation—to reduce energy use. The unintended consequence is reduced air exchange. In the past, a building might have one to one-and-a-half air changes per hour. Now we see 0.1 or 0.15. That knocks down airflow, prevents outside ambient air from coming in, and increases reliance on mechanical systems. The thermal stack effect then plays a greater role, drawing soil gases into buildings and putting occupants at higher risk. Q: Southeast Michigan has a mix of historic housing, aging schools, and new commercial developments. How does this variety of building types shape the challenges and opportunities for mitigation? A: There’s a misconception that new buildings or buildings without basements can’t have radon problems. That’s not true. Three things are needed for radon intrusion: a source, a pathway, and an influence that draws gases in. Sources can be natural or industrial. Pathways can be cracks, utility lines, or porous soils. Influences might be mechanical ventilation or thermal effects. For example, in a school cafeteria, a large exhaust fan can create negative pressure and pull gases in. In homes, the stack effect in winter pulls more soil gas indoors. Commercial buildings add complexity because HVAC systems balance fresh air with energy costs. All of these factors shape risk, regardless of building type. Q: How do you see radon and vapor intrusion fitting into broader conversations about environmental justice in Southeast Michigan? A: This is a big concern. Many people are exposed to contaminants in buildings they don’t own or control. HUD requires radon testing and mitigation in some housing programs, but not all. Fannie Mae and Freddie Mac allow partial testing—sometimes just one unit per building—which can mischaracterize exposure and lead to inequities. In reality, 100% of units should be tested. Otherwise, you can have people in the same facility experiencing very different risks. Environmental justice means ensuring all residents—especially vulnerable populations in public or assisted housing—are equally protected. Q: What role can builders, architects, and developers play in designing for prevention rather than remediation? A: Prevention should be standard. The most cost-effective approach is to install passive soil gas control systems during construction, conveyance piping that allows for ventilation if needed. This adds very little cost upfront and can easily be converted to an active system later by adding a fan. Codes should require this in all new construction. Q: As climate change impacts weather patterns and soil conditions, what long-term effects could that have on radon or vapor intrusion risks? A: Soil moisture and composition will shift. As soil expands or contracts, new pathways for gas movement can be created. Climate also impacts building pressure. In Detroit winters, a 70-degree indoor space next to 5-degree outdoor temperatures significantly increases soil gas entry. We see different impacts between heating and cooling seasons, which is why building characterizations should account for both. Q: How do commercial and institutional facilities—like hospitals, universities, or municipal buildings—approach mitigation differently from residential projects? A: The characterization process is the same—you assess the building, identify sources, pathways, and influences. But mitigation can differ. In homes, we often use sub-slab depressurization. In commercial environments, many buildings already have mechanical ventilation systems with fresh air. Increasing that airflow can help control vapor intrusion. So while the tools are the same, the strategies differ. Q: What would it take to make Southeast Michigan a model for radon risk management, and who needs to be at the table? A: A strong regulatory framework is essential—one that protects occupants and requires qualified professionals to do the work. Schools and daycares should be required to test. Commercial buildings should test every five years, with results shared with occupants. Building codes must include soil gas control in all new construction, not just in high-risk zones. And stakeholders need to include indoor air advocates, health organizations, state officials, builders, and community groups. There’s also a financial argument: Michigan sees roughly 8,000 lung cancer cases annually, about 1,000 of which are linked to radon. That costs taxpayers around $400 million a year. Preventing exposure is far less costly than treating disease. Ultimately, proactive management saves lives and money. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Ann Arbor’s Climate Strategy
In 2020, the City of Ann Arbor adopted A²ZERO, a climate action strategy designed to achieve community-wide carbon neutrality by 2030. The plan outlines a framework for embedding sustainability into city operations, economic growth, and everyday decision-making, while also emphasizing equity and long-term resilience. One of the most visible efforts under A²ZERO is the Bryant project, a first-of-its-kind initiative to transition an entire neighborhood—home to more than 250 households—toward carbon neutrality. The project combines energy efficiency upgrades, renewable energy, and community-centered planning to create a scalable model for neighborhood-scale decarbonization. Leading the A2ZERO program is Missy Stults, Ann Arbor’s sustainability and innovations director, who helped steer the A²ZERO plan’s rapid development and continues to guide its evolution. SBN Detroit interviewed Stults about how the plan is shaping the local economy, what other cities can learn from Ann Arbor’s approach, and the challenges and opportunities that lie ahead. Q: How is sustainability fueling the local economy in Ann Arbor, and what benefits are you seeing from the A20 plan? A: We’re working to institutionalize sustainability as part of the culture, and we are seeing it manifest in multiple ways. Tech entrepreneurs are innovating around clean energy and mobility. In the circular economy, businesses are repurposing materials or finding second lives for decommissioned electronics—like harvesting valuable parts from old phones. I see this as a movement by which people make choices not just because they’re profitable, but because they’re right, and we’re making them more convenient. Over time, that mindset fuels business innovation and economic resilience. Q: What differentiates A²ZERO from other cities? A: First, the speed. We built this plan in 82 days. Second, we never pretended it would be perfect – we focused on what was possible and necessary. We talk about the planning being a living framework for our work, something that is directional but not the directions for where we need to go. Third, we anchored it in three pillars: equity, sustainability, and transformation. Equity is the center of the work (not just a lens we look through). Sustainability means it must last well beyond any of us. Transformation acknowledges that the systems that created this crisis cannot be the systems that solve it. Lastly, we also didn’t shy away from costs. It would have been easier to gloss over the investments needed, but we were transparent. That honesty has required us to be bold and very vulnerable, and I think that differentiates the Ann Arbor process. Q: How has the strategy evolved since its 2020 adoption? A: Constantly. Telework is a good example. The original plan was written in 2019, just before the pandemic. Telework wasn’t part of it – then suddenly it became central. The plan is directional, and we adapt to cultural, political, and financial moments as they come. Another example is tree planting. Our goal was to plant 10,000 trees later in the plan, but in 2020, we pulled that forward because it was work we could do during the pandemic. We’ve now planted 11,000 trees. That’s the beauty of a living document – It allows us to be nimble while staying aligned to the overall direction. Q: If you could think freely – blue-sky style – what environmental innovation or policy would you love to see Ann Arbor implement next? A: If a flood is happening, the first thing you do is turn off the faucet before you clean up. We need that mindset here. We need building codes and regulations that stop allowing new buildings that pollute. We need aggressive codes that require polluters, such as manufacturers and industrial operators- not individuals – to take responsibility for the pollution they are creating. That kind of systemic shift is essential. Q: What key lessons can other cities learn from the Bryant project? A: The importance of trust. It’s something you can’t underestimate. The community has to determine the end goals. And you have to show up consistently, even when the answers aren’t easy. Early on, people asked, “What if Bryant gentrifies?” We didn’t have an answer – but we said that out loud and committed to figuring it out together. Persistence and vision matter. People need hope, but hope without action is empty. In Bryant, we’ve paired hope with concrete steps – like stabilizing utility bills through energy efficiency improvements- and that sequencing is critical. Now the project has momentum, and we are looking at things like installing networked geothermal. Q: Given recent setbacks—like reduced federal funding and legal barriers—what’s your strategy for sustaining progress? A: Force and persistence. There’s no option but to keep doing this work. Well, the only option is complacency, and that won’t happen. Success begets success. Our goal is to institutionalize sustainability so deeply that it doesn’t matter who is in my role – this will be part of Ann Arbor’s DNA. It’s important to note that local governments have historically had do this without much federal support. The Biden administration was an outlier. We are used to working under challenging conditions, and we will continue regardless. Q: What are some recent wins or innovations? A: In November 2024, voters approved creating the nation’s first sustainable energy utility—an opt-in utility that is supplemental to the existing investor-owned utility, and a utility that only offers energy from renewable energy sources. That’s transformative. In Bryant, we’ve secured $18 million, including a $10 million federal geothermal grant we hope is finalized soon. That would be one of the first large-scale demonstrations of an alternative heating and cooling model in the country. We’re also piloting a circularity initiative with returnable containers, which could scale into broader partnerships. I’ll stop there. There’s much more being done, but these are some good examples of the transformation that’s happening. Q: How are you tracking outcomes? A: We use a mix of metrics. Some update automatically every day into a reporting dashboard we have; others are annual. We’re close to releasing the 2024 annual report. But we also recognize that not everything that matters can
Powering Smarter Battery Futures
Troy-based Ancor’s roots are in automotive compliance and labeling, but the company has expanded into smart-technology solutions for healthcare, retail, and automotive, including smart battery tracking to stay compliant with local and global regulations. One of its developments is BattCor, a next-generation platform designed to create a real-time “digital twin” of an electric vehicle battery, enabling real-time monitoring, predictive analytics, and improved lifecycle management—from first use through recycling or repurposing. SBN Detroit interviewed CEO Jose L. Flores about the evolution of battery management systems and the challenges and opportunities in electric mobility. Q: Tell us about Ancor Automotive and BattCor. A: Ancor began 50 years ago as a data management and labeling supplier for OEMs. Three years ago, we launched an innovation hub—now our Innovation Solutions Division to expand into tech-forward and sustainable solutions – just as the EV revolution accelerated. We saw a clear gap: while automakers focused on vehicle production, very few addressed battery lifecycle, repurposing, or compliance at scale. BattCor was built to solve that. It’s a digital twin that provides real-time battery health insights and predictive analytics, helping optimize charging, extend lifespan, and even return energy to the grid while consolidating siloed data into unified platform for compliance, sustainability, and better decision-making. BattCor isn’t just a product—it’s how we’re helping organizations future-proof their energy strategies through data-driven decision-making. Q: How is the evolution of battery management systems (BMS) reshaping what’s possible in electric mobility and energy storage? A: The next frontier is taking BMS from reaction to prediction. And this extends well beyond automotive. Once a battery’s primary life in a vehicle is over, it can still serve as stationary storage—for example, in healthcare facilities or other industries with high energy demands. That second life is an untapped opportunity. But there are challenges. Recycling EV batteries is still a complex and not widely understood process. In the EU, for example, regulations already require a minimum percentage of recycled materials—13% recycled cobalt, among other components. To meet that, you need full visibility into a battery’s history and condition. That’s where centralized, accessible data becomes essential. Q: What are the biggest technical or infrastructure challenges in deploying advanced battery systems at scale? A: The first challenge is data chaos. Without integration, insights are either lost or stuck in silos. The second is alignment. We don’t yet have a clear, universal path to compliance, and different stakeholders are moving in different directions. Infrastructure is another question – can the current grid support widespread EV adoption? Are the right regulations in place? Too much of the industry is still operating in silos, and that fragmentation makes it harder to scale sustainable, intelligent solutions. Q: From a sustainability perspective, how can smarter BMS influence circularity and lifecycle efficiency? A: When BMS technology incorporates predictive analytics, it enables smarter charging and discharging behavior, batteries charge more efficiently and avoid unnecessary wear. Smart charging – avoiding constant charging cycles – extends battery life and reduces resource consumption. That’s key for sustainability. The longer we keep batteries in the field, the fewer raw materials we need to extract. Q: How is demand for better battery intelligence changing? A: It’s growing rapidly. From a manufacturer’s standpoint, being able to demonstrate that your batteries last longer and perform better is a strategic differentiator. Effective management not only preserves value for the consumer but also reduces warranty issues and improves brand reputation. Q: What barriers still need to be addressed for mass adoption of advanced BMS platforms? A: Infrastructure is a major barrier. Some cities have robust charging networks, but many don’t. Beyond that, we need the grid to operate as a two-way street—able to receive energy from EVs as well as supply it. What we need now is alignment—not just across tech providers, but across regulators, utilities, and OEMs. The question is: can the rest of the ecosystem move with the same urgency as platforms like BattCor. Q: Battery safety is critical in EVs and aviation. How is the industry shifting its approach? A: Battery anxiety is real. With predictive monitoring, we can catch early warning signs like rising temperatures before they escalate. If parameters are trending toward failure, action can be taken immediately. This proactive approach can dramatically reduce the risk of catastrophic events and improve confidence in the technology. Q: Looking ahead 5–10 years, what’s the most transformational potential of battery intelligence? A: We’ll see an entirely new level of autonomy in how vehicles and buildings manage energy. Imagine a car that decides when to charge based on grid demand, or a building that balances its energy use based on stored battery health. We could see vehicles and the grid collaborating to optimize distribution, reduce strain during peak hours, and even stabilize the system during emergencies. Ultimately, companies will seek unified platforms that can integrate sustainability, compliance, tracking, and predictive analysis in one place. There are players who excel in one or two of those areas, but very few that can bring it all together. That’s where Ancor is focused, and BattCor is our blueprint for that future. We’re not just participating in the next wave of battery innovation. We’re helping lead it. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Electrifying Eastern Market
Detroit’s Eastern Market is working to become a national model for integrating freight solutions that reduce fossil fuel use and freight operation costs. San Carlos, Calif.-based ElectricFish, a finalist in the Toyota Mobility Foundation’s Sustainable Cities Challenge, was chosen to build battery-integrated fast chargers to power EVs and provide backup energy for Eastern Market. As one of only three cities worldwide chosen for this challenge, Detroit is using the opportunity to position itself as a leader in transportation innovation, this time in clean mobility. SBN Detroit interviewed ElectricFish co-founder Anurag Kamal about why Eastern Market is the ideal proving ground, what this means for the city’s EV landscape, and how this project could influence urban electrification nationwide. Q: What does Detroit’s selection as a Toyota Mobility Foundation Sustainable Cities Challenge finalist mean for its position in EV and clean mobility? A: Being one of just three cities in the world chosen for this program is an achievement in itself. Detroit has always been a center of automotive innovation, and now we’re seeing a new evolution – from internal combustion to electric. The challenges are complex, especially for medium- and heavy-duty freight vehicles, where electrification requires both cost-effective solutions and robust infrastructure. This project is a way to demonstrate what’s possible and draw attention to Detroit’s potential in leading the shift to sustainable transport. Q: What advantages or challenges does Detroit present for innovating in EV infrastructure? A: Detroit’s biggest advantage is its proximity to the automakers and decision-makers. For startups like ours, having industry leaders see our work firsthand is invaluable. But Detroit is also a challenging test bed – the infrastructure in many areas is outdated and upgrading it can be extremely expensive. In places like Eastern Market, where we’re deploying, the cost to modernize could run into the millions. That’s why we’re proving there’s a different, more cost-effective way to build charging capability that can be replicated in other cities with similar constraints. Q: How does the Toyota Mobility Foundation competition help accelerate innovation? A: Funding is a huge part of it. Detroit secured $3 million for the first phase, with additional funding for companies that advance to later stages. Just as important is the collaboration—talking directly with local businesses, understanding their needs, and identifying unique challenges. For example, a mid-sized fishery in Eastern Market could lose thousands of dollars in product during a four- to six-hour outage caused by infrastructure upgrades. Backup energy solutions become not just a convenience, but a necessity. Q: What does success look like for this project? A: In the short term, success means mid-sized businesses in Eastern Market integrating sustainable practices, whether that’s switching to EVs or having accessible charging infrastructure on-site. For small vendors, it means being able to plug in while working in the market. On September 26, we will launch the first Public Fast Charging Hub at an event that’s open to the public. We’ll be able to demonstrate first-hand how businesses can benefit, and we are hoping to get early adoption. Long term, we want Detroit’s project to be a national case study in rapid, cost-effective urban electrification—something that inspires other cities to follow. Q: What are the biggest gaps you see today in EV charging and fleet electrification? A: Infrastructure is the number one gap. There’s a common perception that switching to electric means changing your entire workflow, parking a vehicle overnight for charging, waiting hours instead of minutes. That’s not sustainable for many businesses. The challenge is not just funding infrastructure but also developing alternative technologies and deployment models that make charging fast, flexible, and accessible. Q: As a startup, how do you decide which innovations to prioritize? A: It’s a constant balancing act. We designed a product with two very fast charging ports that can be deployed almost anywhere. But some customers question the need to pay for faster charging when they don’t see the immediate benefit. Others, like Amazon, request larger-scale systems with eight ports. The key is to stay laser-focused on our mission, move quickly, and avoid overextending into too many variations at once. Q: What lessons have you learned about scaling technology in a rapidly changing industry? A: Flexibility is everything. We’ve seen battery pack prices drop from $200,000 to $60,000 in just three and a half years. Locking into long-term agreements without room to adapt can be costly. We make sure our supply agreements account for technological changes, so we can pivot as new, more cost-effective options emerge. Q: What’s your vision for Detroit’s EV charging landscape in 10 years? A: I think we’ll see significant fleet electrification – possibly 10% adoption or more – along with widespread public and private charging. Places that sell fuel today will likely also serve EV drivers. Home charging will be common for homeowners, but public infrastructure will carry the bulk of the load. If projects like Eastern Market succeed, Detroit could be one of the most compelling examples of how urban EV infrastructure can be built quickly, effectively, and in a way that meets the needs of diverse users. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
