Driving Sustainable Innovation in Mobility
ZF Group, a global technology company with its North American headquarters in Northville, specializes in systems for passenger cars, commercial vehicles, and industrial technology. With a focus on next-generation mobility, the company develops solutions that address electrification, automation, and digitalization while aiming to improve safety, efficiency, and sustainability in transportation. SBN Detroit interviewed Anuj Shah, Sustainability Lead, for the Americas, to explore the most pressing environmental challenges in the region’s mobility and manufacturing sectors – and how technology, collaboration, and design innovation are shaping a more sustainable future. Q: What are the most pressing sustainability challenges facing the mobility and manufacturing industries in Southeast Michigan today? A: One of the biggest challenges is decarbonizing our complex supply chains. To give you an idea of scale, ZF in North America alone has about 3,700 direct suppliers, and as you move further upstream, that number multiplies. Many Tier 2 and Tier 3 suppliers lack the tools and resources to track, manage, and reduce emissions. ZF is driving progress in this area through our supply chain sustainability program and to support our supply base, we have established a supplier sustainability training academy that offers trainings around several topics like responsible sourcing, use of green electricity and how to meet requirements set forth in our sustainability bid conditions. It is a fundamental change in philosophy in how we interact with our suppliers in the development of products and processes, and in the choices we make. Another challenge is sourcing sustainable materials. As demand for magnets and critical raw materials rises, our commitment to responsible sourcing – guided by human rights and environmental due diligence policies – becomes even more critical. Ideally, we start with using less, then designing products that can accept higher recycled content materials, and where technically feasible, designing with circularity in mind to provide access to these materials to bring them back into the loop. Q: As the auto industry shifts toward electric and digital systems, where do you see the biggest opportunities for companies in Michigan to lead in sustainable innovation? A: I see two major areas of opportunity. First, digital twins and predictive sustainability. With advances in AI, IoT and cloud computing, we continue to gain the ability to simulate and optimize sustainability across a product’s entire lifecycle. Michigan companies have the potential to drive breakthroughs here, unlocking real-time emissions tracking, predictive maintenance, and more circular design outcomes. At ZF, for example, our SCALAR platform provides real-time diagnostics to fleet operators. It’s a fleet management solution that offers remote diagnostics on vehicle health using smart sensors, telematics, and predictive maintenance that combines historical and live data to forecast potential failures and propose proactive maintenance. Second, there’s room for innovation in product design that balances cost, supply chain resilience, and sustainability, like reducing reliance on rare earth magnets. For example, ZF’s Separately Excited Synchronous Motor (SESM), a magnet-free e-motor technology. Q: How important is collaboration across suppliers, OEMs, government, and academia in accelerating sustainable progress? A: Collaboration is essential. The scale and complexity of sustainability challenges demand system-level thinking and collective action. Collaboration can take many forms, and start with small steps by sharing common standards, targets, and data. This enables clarity and provides a common language when working to decarbonize the value chain and develop more circular materials. Collaboration can also help leverage scale through greater partnership between OEMs and suppliers to take advantage of installed capacities and build upon existing competencies to lower cost and increase re-usability of infrastructure. This requires strong feedback loops between industry partners, sometimes requiring flexibility in design parameters to accommodate available off-the-shelf solutions. Some examples at ZF: We engage with our suppliers around ESG Goals, best practice sharing, and sometimes co-developing decarbonization roadmaps. We also work with external organizations like MEMA and AIAG, providing inputs on policy, contribute to white papers, and align on best practices on various topics like human rights and supply chain transparency. These platforms are critical for creating a consistent approach across the industry. Q: The mobility industry is under growing pressure to quantify and reduce emissions. How is the conversation around Scope 3 evolving, and what tools are helping drive accountability? A: The conversation around Scope 3 has evolved rapidly, from awareness to tangible action. Just a few years ago, many companies were working to define and estimate these indirect emissions. Today, Scope 3 is front and center, especially in the automotive industry, where upstream and downstream emissions make up the majority of a company’s emissions. At ZF, we’re approaching Scope 3 with a focus on data integrity, supplier engagement, and cross-industry collaboration Transparency and supplier engagement are key. We are systematically working to move away from secondary emissions data and working closely with our suppliers to gather more accurate product-specific emissions data. This is critical for building trust and accountability across the value chain. Regarding our emissions, disclosure alone isn’t enough; our stakeholders expect us to present clear decarbonization roadmaps. Many of our customers have also defined product-level and material-level carbon footprint targets, which is helping shift the broader industry mindset. We’re also participating in initiatives like Catena-X, which helps standardize the sharing of ESG metrics. That kind of consistency enables more meaningful collaboration across the value chain. Ultimately, Scope 3 is where the real transformation happens — and it’s also where the greatest opportunity lies. By working together across the value chain, we can drive measurable, lasting impact. Q: You’ve spoken about the importance of embedding sustainability early in product development. How does that shift impact timelines, cost, and engineering culture? A: This is a topic close to my heart. I’ve spent the last three years focused on embedding sustainability into product development, and it really does all start here. Around 80% of a product’s environmental footprint is determined at the design stage, so we must rethink how we define value, performance, and innovation. Embedding sustainability upfront does add time during the concept phase, but that investment pays off by reducing rework and helping avoid costly
Rethinking Thermal Energy in Commercial Buildings
PowerPanel, headquartered in Oxford, focuses on sustainable energy technology with a particular emphasis on hot water systems and thermal energy capture. The company designs and manufactures modular solar hybrid systems that integrate both photovoltaic and thermal components into a single unit. Its goal is to offer energy solutions that are more efficient, durable, and economically viable for a range of commercial and industrial applications. SBN Detroit interviewed Garth Schultz, founder and president, and Oliver Buechse, who leads strategy and organizational development, about energy planning, misconceptions around renewables, and how Michigan’s engineering legacy could help shape the future of sustainability. Q: What is the impetus behind PowerPanel—what are you looking to achieve? Garth Schultz: Our work is driven by two goals – decarbonization and energy savings. We’ve developed a photovoltaic-thermal (PVT) module that combines solar electric and thermal capture in a single footprint. That means you can generate electricity while also capturing heat for domestic hot water or space heating, achieving a form of double decarbonization. We’ve paired that with a flexible hot water storage system. Water can store energy for long periods – up to 55 hours in some cases – so we’re using it as a thermal battery. The system allows for energy recovery from rooftop solar units or HVAC waste heat and redistributes it through a pump for heating needs. The components are designed for easy installation, using engineered foam and PVC linings. Oliver Buechse: By reimagining the infrastructure, we’ve been able to introduce solutions that are cost-effective, recyclable, and have longer life cycles. We’re focused on creating practical, adaptable tools for commercial facilities. Q: What are some of the most common misconceptions businesses have about adopting renewable energy, and how do these misunderstandings slow progress? Schultz: One major misconception is that renewable energy is always more expensive or only viable with significant incentives. In reality, for domestic hot water systems – especially in commercial settings – the return on investment can be very favorable. The payback period is often short, particularly when combined with existing energy efficiency measures. There’s also the belief that traditional systems are “good enough.” But if you compare life cycles, newer solutions like ours often last twice as long as standard replacements and provide better performance over time. Buechse: Another barrier is the perception that renewable adoption is driven by political pressure rather than economic value. When we talk to property owners or facilities managers, the conversation often shifts quickly once they understand the cost savings and operational advantages. Government incentives help reduce the upfront investment, but the benefits – lower utility bills, resilience, and future-proofing – stand on their own. Q: How has the conversation around energy efficiency evolved within Southeast Michigan businesses over the last decade? Schultz: There’s more awareness now. Internal sustainability mandates are common, even in sectors where they didn’t exist 10 or 15 years ago. Businesses are looking at practical ways to improve efficiency, not just for compliance, but because it aligns with their operational goals. Buechse: We’re also seeing a shift where architects and developers are integrating energy solutions from the start. They want buildings that are good for the environment and good for people. It’s not just about meeting code, it’s about delivering healthier, more sustainable spaces that people feel good about occupying. Q: When it comes to energy planning, how can businesses expand their thinking beyond electricity? What parts of the energy equation are often overlooked? Schultz: Thermal energy is often underappreciated. If you look at the average building, around 85% of total energy use goes to heating, cooling, and hot water, not electricity. But we rarely evaluate that side of the equation as thoroughly. Buechse: There’s also a broader awareness now that utility bills don’t reflect the full cost of energy. Natural disasters, insurance premiums, environmental degradation – those costs are externalized. More people are recognizing that energy efficiency also means resilience and reduced long-term risk. Technologies like geothermal or air-source heat pumps are also gaining traction. The big shift we are working toward is using energy that’s already present in the environment – or being wasted – and recapturing it. Q: In a state like Michigan, what makes energy strategy particularly challenging or unique? Schultz: Michigan has a heating-dominant climate. That creates challenges, but it also opens opportunities. In summer, a PVT (photovoltaic) unit produces both peak solar electricity and peak thermal output. That surplus energy can be stored and used later to replenish geothermal systems or supplement heating needs during the cold months. It’s about layering different technologies together—solar, thermal storage, geothermal—to create a more flexible and reliable energy strategy. Q: What trends are you seeing among commercial and industrial businesses rethinking sustainability and energy use? Buechse: It goes back to integration. For example, hospitals need to cool their operating rooms, and they also need hot water for sterilization. If these things happen on completely different systems it’s inefficient and costly. But if you can tie them together, taking energy out of the operating room and using that same energy to heat another area or make hot water you become much more efficient. We’ve worked with breweries where waste heat from tank cleaning is now being reused within the process. That reduces overall energy demand and cuts operating costs. The best part? Many of these upgrades can be implemented as retrofits. They don’t require a complete rebuild, and they create local jobs in plumbing, HVAC, and construction. Q: What role can Michigan businesses play in shaping national or global conversations around sustainable energy? Schultz: Michigan’s manufacturing legacy is a huge asset. The expertise in design, tooling, and production, especially from the auto industry, gives us a unique advantage when it comes to developing and scaling new technologies. Buechse: There’s also a mindset here around solving problems and making things work. We don’t need to compete head-to-head with global solar manufacturers on commodity products. Instead, we can offer solutions with additional value—like thermal capture and storage—and use that to differentiate ourselves. The
Designing for the Future: How HED Approaches Sustainable, Integrated Design Delivery
HED is an integrated design, architecture, and engineering company founded in Detroit with a Royal Oak office and a national presence, dedicated to designing high-performing, sustainable spaces that enhance lives and strengthen communities. The firm collaborates with both public and private clients to address the complex challenges of decarbonization and climate resilience. SBN Detroit interviewed Daniel Jaconetti, National Sustainable Design Leader, and Thomas Hoff, Mechanical Engineering and Sustainable Design Leader, to explore the realities of achieving net zero, what clients are prioritizing in Southeast Michigan, and where sustainability efforts must go next. Q: As we approach 2030, how realistic is the industry-wide goal of achieving net-zero operational and embodied carbon in buildings, and where are the biggest gaps today? Jaconetti: Whether or not it’s “realistic” is beside the point; the goal is what is necessary. Scientists have defined what the atmosphere can tolerate, and we’re working backwards from there. The American Institute of Architects (AIA) has set a target of net zero energy (operational greenhouse gas emissions or “carbon”) by 2030 and net zero embodied carbon by 2050. That first part — net zero energy — is readily achievable for many, if not all. However, 2030 is less than five years away, and even if we think we may fall short, we can’t take our foot off the accelerator. One of the biggest gaps right now is energy modeling. We have the tools, but too often, energy modeling is done late in the design process. If we model earlier, we can make smarter decisions upfront, decisions that shape a building’s performance for decades. Q: What trends or client demands are driving sustainability in architecture and engineering, especially in Michigan? Hoff: The most immediate driver is cost. More efficient buildings are simply cheaper to operate and easier to manage, especially when extreme weather hits. Energy efficiency and resilience go hand in hand, and that’s an easy sell. We’re also seeing more clients who want to lead by example. They’re not just aiming for code minimum; they have their own climate goals and want to build high-performance environments that align with their values. Those are fantastic clients to work with because they’re already motivated and looking to push the envelope. Q: What are the most common challenges you face when trying to decarbonize a project? Jaconetti: The biggest challenge is often understanding. There are still knowledge gaps in what “decarbonization” actually means. Sometimes clients — even large manufacturers — are under pressure from global partners to “decarbonize” but don’t know what that entails. So, we start by educating and aligning on definitions. Another issue is that the term “net zero” itself has been made confusing, sometimes defined as just being better than a baseline. That muddies the water. Let’s be honest and consistent about what we’re doing and why. This isn’t a branding exercise. It’s an existential issue for humanity. Q: How do you communicate the long-term value or ROI of sustainable design to clients focused on short-term costs? Hoff: Energy modeling is key. We can take a theoretical building and compare design options, showing exactly how much money (and energy / GHG emissions) a client might save over 5 or 10 years. It’s about shifting the conversation from low first cost to lifecycle cost (or total cost of ownership). When we model early in the design process, we can shape the building to hit more favorable payback windows and improve ROI. In most cases, you spend a little more up front and gain a lot more over the long haul. Q: Can you share a recent Michigan project that exemplifies sustainability, and what made it successful? Hoff: One great example is the renovation and addition of the Alexander G. Ruthven Building at the University of Michigan. The original building was an old museum — architecturally iconic, but outdated and inefficient. We helped transform it into a modern administrative and classroom facility, incorporating chilled beams, a VAV hot water system, and high-performance design throughout. It’s now LEED BD+C NC V4 Gold certified. Even more important: we took a forward-thinking approach to the campus’s future. Although we needed to connect to U-M’s central steam plant in the near term, we designed the systems to be able to evolve into a more efficient central hot water system in the future, to align with their long-term sustainability goals. That kind of systemic thinking is what helps make a project truly sustainable. Q: How do public vs. private sector clients approach sustainability, and how does that play out in Southeast Michigan? Jaconetti: In our experience, both sectors are committed, but the way they document and communicate that commitment can differ. Public clients are often more visible and accountable to constituents, so there’s a strong emphasis on modeling, metrics, and transparency. Private clients, especially those with ESG reporting obligations or international affiliations, can be just as rigorous. What varies most is the degree of certification or formal documentation they pursue. Hoff: In the public sector, particularly with projects like laboratories or civic buildings, the long-term horizon is often more accepted. These clients understand that resilient design can mean lower operating costs over decades — and that aligns well with public funding structures. Q: What role does retrofitting existing buildings play in decarbonization, and how does that differ from new construction? Jaconetti: As architects, we love the blank slate of new construction — it allows us to optimize everything. But the most sustainable building is often the one that already exists. About 50% of a building’s embodied carbon is in the structure. If we can reuse that structure, we’ve already made major progress. That said, we must evaluate trade-offs carefully. Upgrading systems to all-electric, for example, might not make sense if the embodied carbon of those new systems outweighs the operational benefits. Every retrofit has different variables, it’s a nuanced equation, and we have to be honest about the priorities and data behind our decisions. Q: What technologies, policies, or behaviors will be most important in accelerating
Guiding Michigan Businesses Toward Smarter Climate Action
Fresh Coast Climate Solutions is a Michigan-based climate consultancy that aims to help organizations across sectors implement sustainable, equitable, and economically viable climate strategies. Founded on deep expertise in greenhouse gas inventories, carbon mitigation, ESG, water stewardship, and circular economy principles, the company provides technical support and strategic guidance to businesses and municipalities navigating the energy transition. Fresh Coast has partnered on projects ranging from municipal benchmarking in Flint to advanced battery development in collaboration with American Battery Solutions. SBN Detroit interviewed Jenny Oorbeck and Josh Brugeman, co-founders of Fresh Coast Climate Solutions, to discuss the company’s current priorities, lessons from its recent projects, and how small and mid-sized businesses can build effective climate strategies in a fast-changing policy and economic landscape. Q: What is the impetus behind Fresh Coast Climate Solutions? Oorbeck: We launched Fresh Coast three years ago with a sense of urgency. The climate crisis felt personal and immediate, and we wanted to take the reins into our own hands. From the beginning, we focused on building a company culture grounded in bold, transformative action. That means not being afraid to push boundaries, not say no to pilot projects, and work only with partners who share our ambition and urgency. Our goal has always been impact at scale, not incrementalism. Brugeman: We’re very deliberate about engaging in projects that move the needle. That includes deploying transformative technologies, piloting new programmatic approaches, and pursuing strategies that can meaningfully shift the trajectory of climate and sustainability efforts. We’re not interested in business-as-usual—we want to help organizations lead. Q: What are the most common climate-related challenges businesses in Southeast Michigan are facing right now? Oorbeck: We’re seeing a consistent challenge among small and mid-sized enterprises. Many are under pressure—from customers, employees, and supply chain partners—to demonstrate meaningful climate action. But they often lack the bandwidth, technical knowledge, or financial resources to respond effectively. New regulations, evolving standards, and growing stakeholder expectations can feel overwhelming. They need help making informed, strategic, decisions that advance both their sustainability and competitiveness. Brugeman: For many of these companies, sustainability is becoming a prerequisite for doing business, especially if they’re part of larger supply chains. Increasingly, their clients are demanding emissions data, decarbonization strategies, and ESG transparency. The risk is real: Suppliers that don’t adapt could lose out on future contracts. That’s why we emphasize not only environmental stewardship, but also economic competitiveness and operational resilience – things like reducing energy costs or preparing for power disruptions and extreme weather events. Q: Once businesses are ready to act, what barriers tend to prevent meaningful progress? Oorbeck: The most common barriers are capacity and resources. In smaller organizations, sustainability is often an added responsibility for someone already juggling multiple roles. Without a dedicated team or financial backing, the work can stall. That’s why our Michigan Climate Wise Business Program—funded by the Erb Family Foundation—focuses specifically on helping these under-resourced companies move forward. We provide access to expert guidance so they can prioritize and implement practical solutions. Brugeman: I’d also highlight two major gaps: technical expertise and access to capital. Many businesses know sustainability is important, but they don’t know where to start. That’s where engaging external experts can make a difference. We encourage companies to look for “no-regrets” projects—efforts that cut emissions, save money, improve efficiency, and position them for future success. Q: Are there misconceptions you regularly encounter when it comes to emissions, ESG, or water stewardship? Brugeman: One of the biggest misconceptions is around timelines. Many leaders focus solely on short-term paybacks, but climate action is a long game. Sustainability isn’t just a “nice to have”—in larger organizations, it’s already embedded into operations, tied to financial incentives, and closely monitored at the executive level. Smaller companies don’t always realize how deeply integrated these issues have become, and that disconnect can be costly. Oorbeck: Agreed. Another misconception is that the pressure to act will fade, or that a few small gestures are enough. The reality is that some companies risk being dropped as suppliers if they can’t demonstrate credible sustainability progress. We need to move the conversation beyond quarterly goals and toward long-term impact. This is the defining business challenge of our time. Q: How does Michigan’s regional identity shape the way companies need to approach sustainability? Brugeman: Michigan has a unique responsibility and opportunity. We sit at the center of the largest freshwater system on the planet—yet we undervalue and underprotect this critical resource. Water stewardship should be a defining focus for our region. We also have deep roots in heavy manufacturing, which has been the economic backbone of the state. As the global economy shifts toward decarbonization, Michigan is positioned to lead—but only if we commit to building a cleaner, more sustainable industrial base. We’ve excelled at making things. Now we need to excel at making them responsibly. Q: You’ve worked with municipal governments on decarbonization strategies. What can businesses learn from those efforts? Oorbeck: I started my career in the public sector, and at times cities have led the way in sustainability, especially when support at the state or federal level has wavered. Cities began developing climate action plans more than two decades ago. Businesses can learn from those experiences: how to build internal teams, engage stakeholders, and set meaningful targets. At the same time, municipalities can learn from the agility of the private sector, especially in deploying solutions quickly. Brugeman: One thing the public sector does well is plan for the long term. That mindset is essential for climate action. Conversely, the private sector often moves faster and embraces innovation more readily. If each sector borrows from the other, we can accelerate progress. Q: What recent projects are you especially proud of and what lessons might they offer to other Michigan businesses? Brugeman: One is our Michigan Climate Wise Business Program. In partnership with Centrepolis Accelerator and supported by the Erb Family Foundation, we provide sustainability and climate services to small and mid-sized businesses that lack the internal capacity to
Remora’s Carbon Capture Technology Targets Heavy-Duty Transportation
Founded in 2020 and based in Wixom, Michigan, Remora is developing a carbon capture device designed to attach directly to semi-trucks and locomotives and collect emissions. The captured carbon dioxide is then sold to end-users, creating a potential revenue stream for fleet operators and rail companies while reducing their environmental impact. The company has raised more than $100 million in venture capital. SBN Detroit interviewed Paul Gross, co-founder and CEO of Remora, about the company’s current stage of development, the challenges of scaling climate technology, and what it takes to commercialize clean transportation solutions from Southeast Michigan. Q: You’ve raised more than $100 million in venture funding. Who’s backing Remora, and what does that support enable? A: We’ve raised $117 million to date across several funding rounds. Our latest round was led by Valor Equity Partners – they were one of the first institutional investors in Tesla, so we’re fortunate to have that kind of backing and belief in what we’re building. Other key investors include Lowercarbon Capital and First Round Capital. This kind of support has allowed us to invest in R&D and begin to partner with some of the biggest transportation companies in the world. Q: To that end, Remora has drawn interest from companies like Union Pacific, DHL, and Ryder. What does that level of engagement say about the industry’s readiness to adopt carbon capture technology, and how has it shaped your strategic approach? A: I’ve been amazed at how excited trucking and rail companies are about this technology. That level of interest tells me that the industry wants to act. They’re not just talking about sustainability – they’re ready to deploy solutions that make sense financially and operationally. That’s been the missing link. Our system retrofits onto existing vehicles, and it pays for itself by generating revenue from the captured CO₂. That’s what makes it viable for these companies to adopt at scale. Q: Where are you in terms of deployment and technology development? A: We built our first carbon capture system for semi-trucks a few years ago, and that prototype taught us a lot. Our second-generation system is now running with a truck engine and achieving 90% capture efficiency – which we consider a major milestone. We’ve partnered with fleets like Ryder, Estes, and Werner and are preparing for wider deployment. We’re also designing the system to be as compact and lightweight as possible to meet the operational needs of the industry. The scale of the opportunity is huge – there are about 2 million semi-trucks on the road in the U.S., emitting around 350 million tons of CO₂ per year. On the locomotive side, we’re developing the world’s first carbon capture system for trains and testing it right now in Wixom. We’ll begin field deployment with Union Pacific next year. Q: Remora’s approach stands out because it generates revenue through carbon capture resale. How do you see this model evolving as more companies adopt decarbonization strategies? A: There’s already significant demand for CO₂ in the U.S. – around 75 million tons are used every year, and that demand is growing. Industries like food and beverage, wastewater treatment, and sustainable aviation fuel use it, but not to scale. We’re seeing CO₂ being converted into things like hand sanitizer and laundry detergent. So, we’re capturing a waste stream and turning it into a revenue stream. In addition to selling CO₂, we also plan to sequester it underground using EPA-certified wells. There are federal tax credits supporting this, originally passed under the Obama administration and expanded under both Trump and Biden. So, whether through resale or sequestration, we have strong pathways to scale. Q: What are the biggest barriers to broader deployment? A: The biggest challenge right now is manufacturing at scale. This is the first carbon capture system ever built for a locomotive, and there’s no existing supply chain. We’re building it from the ground up, and we’re doing it mostly here in the U.S. So, the focus now is on industrializing our manufacturing process so that we can produce systems quickly, cost-effectively, and at high quality. That’s essential if we’re going to deploy these systems at the speed the climate crisis demands. Q: What advice do you have for other cleantech startups in Southeast Michigan or beyond? A: One lesson is that it’s important to demonstrate commercial demand early. A lot of engineers and scientists are working on technology solutions in this sector, but you have to make sure you’re solving a real problem that your customer has. We started talking to trucking companies on day one, even before we had a working prototype. Getting feedback early helped us design a system that met their needs, worked within their operations, and made financial sense. That kind of customer co-design has been huge for us. Q: What metrics do you track to measure impact? A: We focus on three key indicators: capture efficiency, product purity, and energy use. Capture efficiency tells us what percentage of CO₂ the system is capturing, as I said, we’re at 90% on our latest truck engine tests. Product purity matters because a lot of our CO₂ is going to sectors that need high-purity gas, like food and beverage. Energy use is the third metric. Carbon capture is inherently energy-intensive, and we’re working constantly to improve our efficiency. If the system draws too much energy, it’s not practical – so that’s a top focus for us. Q: Looking ahead, how do you see Remora’s technology integrating with broader trends in transportation, such as fleet electrification, hydrogen fuel, or grid decarbonization? A: Our technology is best suited for heavy-duty, long-haul vehicles — the sector that’s hardest to decarbonize. Electrifying a locomotive, for example, would require about 750 Tesla batteries. Building overhead electrical lines for freight rail would cost over a trillion dollars. And hydrogen still faces a lot of technical and infrastructure challenges. Within this sector, we can retrofit existing vehicles and make a meaningful dent in emissions while generating a return.
Working to Expand Food Waste Composting in Michigan
Spurt Industries is a Wixom-based composting facility and the only EGLE-registered site in Macomb, Wayne, and Oakland counties producing STA Certified Compost, which is the Seal of Testing Assurance from the U.S. Composting Council. The company focuses on transforming food waste into high-quality compost products, working with a wide range of partners to divert waste from landfills and support healthier soils across Southeast Michigan. Through these efforts they consistently divert 15 million pounds of food waste from landfills annually. SBN Detroit interviewed Bill Whitley Jr., Owner and General Manager, and Adriana Whitley, Sales and Marketing Director, about the company’s origin, how compost is created and classified, and the importance of expanding food waste programs. Q: What inspired the founding of Spurt Industries, and how has the company’s mission evolved since its inception? A: Spurt Industries was founded in 1994, coinciding with Michigan’s yard waste ban, which required that yard waste be composted instead of landfilled. That legislation sparked the emergence of commercial composting operations in the state, including Spurt’s original facility in Grand Rapids. In 2008, a previous owner had opened a site in Wixom. We acquired the business in 2016 and have been operating fully out of that location. In Marc, we took over the SOCRRA Composting Yard in Rochester Hills, giving us two locations with roughly equal volume. This will allow us to process approximately 200,000 cubic yards of organics annually, making Spurt one of the largest composters in Michigan. Q: What does it mean to be an EGLE-registered composting facility? A: The previous process to become registered was as simple as submitting a one-page form and fee, but the state passed new solid waste laws about two years ago with new regulations. Now, the requirements are much more robust and we’re fully supportive of that shift. To operate a commercial composting site, facilities must now obtain a general permit and develop detailed documentation, including operational, fire safety and training plans, and more. We also post a $20,000 bond with the state. These measures ensure that composting is done responsibly and consistently across operators. We were involved in lobbying for these changes because we want a level playing field where materials are managed safely and sustainably. Q: What is the significance of being the only facility in Macomb, Wayne, and Oakland counties producing STA Certified Compost? A: The STA Certification is administered by the U.S. Composting Council and is one of the most rigorous compost quality programs in the country. Only four facilities in Michigan currently hold this certification, and we’re proud to be one of them. The certification process includes documenting all input materials, monitoring every compost pile weekly for temperature, moisture, and density, and conducting rigorous lab testing on finished compost. That includes testing for nutrients, metals, and pathogens, and running plant growth trials. This high standard has enabled us to sell compost to certified organic farms – and most importantly, we produce a clean product, free of plastic, glass, or metal contamination. That’s core to our mission. Q: What distinguishes different grades of compost, and how are they managed? A: Several factors influence compost quality: Feedstock: The materials used to make the compost matter. Incorporating food waste alongside yard waste increases nutrient value and mimics natural decomposition processes. Contamination and Pathogen Control: Compost must be free of contaminants and turned regularly to kill pathogens. Otherwise, it won’t meet quality standards. Chemical Maturity: Compost must be fully matured. “Hot compost” that hasn’t cured properly won’t support plant growth. Screening Method: Screen the product to remove oversized or undecomposed material. The finer the screening, the more refined the compost. Beyond quality, we’re also mission-driven to expand food waste composting. Yard waste is mandated by law, but food waste is not – and yet, Michigan sends 1.5 to 2 million tons of food waste to landfills annually. That’s a missed opportunity for soil and water quality improvement. When we apply compost to soil, it increases water absorption by about 100 gallons per cubic yard. That means less runoff, less strain on sewer systems, and fewer sewage overflows into our lakes, which is critical for protecting Michigan’s economy and tourism industry. Q: What has been the reaction from local businesses? Have you seen more interest in food waste recycling of late? A: Absolutely. While COVID-19 significantly disrupted commercial food waste collection – dropping volume by over 90% – we’ve since seen a steady rebound. We now see meaningful enthusiasm from businesses and strong policy support from the state. Michigan has a goal to cut food waste in half by 2030, and EGLE is developing a statewide roadmap that includes composting as a key strategy. Q: How does composting help mitigate climate change and support the environment? A: There are two major benefits: Methane Reduction: Food waste in landfills produces methane – a potent greenhouse gas. Composting food waste in an aerobic (oxygen-rich) environment prevents this. Carbon Sequestration and Soil Health: Compost improves soil quality and reduces the need for synthetic fertilizers, which often require long-distance transport and carry environmental costs. Applying compost also helps sequester carbon in the soil. It’s a win-win for climate and community. Q: Are there untapped opportunities for food waste diversion and composting in Southeast Michigan? A: Yes. There’s a long list. Only a few communities offer food scrap drop-off programs, and even fewer allow food and yard waste to be co-mingled. Less than 1% of restaurants and schools are currently composting, and yet these sectors produce massive amounts of food waste. We believe every business should be composting. We have found that when restaurants begin composting, they become more aware of their overall food waste and often change behavior, improving efficiency and reducing waste overall. Grocers like Meijer and Walmart have made meaningful progress in composting, but there’s still significant untapped potential for other businesses and municipalities to follow suit. Q: What are the biggest barriers to business adoption? A: Cost is one. The other is what we call the “ick factor.” Businesses
Rethinking Water in a Changing Climate
Ann Arbor, Michigan-based LimnoTech is an environmental science and engineering firm with more than 50 years of experience with water-related issues. The firm works with public agencies, private industry, and nonprofit organizations to provide science-driven solutions to complex water challenges. SBN Detroit interviewed Brendan Cousino, PE, Principal and Senior Civil & Environmental Engineer at LimnoTech, to discuss the region’s most pressing water infrastructure challenges and where he sees the biggest opportunities for improvement. Q: What is the impetus behind LimnoTech? A: LimnoTech was founded by graduate students at the University of Michigan over 50 years ago. At the time, the country was just beginning to grapple with water pollution and how to treat contaminated waterways. This was also the early age of computing, and the founders began using computer-based modeling to better understand and solve environmental problems. Essentially, they were a crack team of water quality modeling experts who turned their research into a business that provides real-world environmental solutions. Q: With increasing climate variability, how do you approach designing water management solutions that are both adaptable and future-proof? A: To be future-proof, everything must be adaptable. We’re facing longer drought periods and increasingly intense rainfall events – sometimes in very short time frames. These extremes are becoming more common, and we’ve seen the consequences play out across Michigan. Our approach is to stay aligned with the latest climate science, evaluate the full range of projected conditions, and design infrastructure that can perform under both extremes. Q: What are some of the most pressing water-related challenges facing Southeast Michigan today, and how do they compare to other regions? A: Southeast Michigan is dealing with aging infrastructure systems that were built for historical conditions – not today’s climate realities. The recent Great Lakes Water Authority pipe break in Southwest Detroit is one example. Urban flooding and stormwater management are key issues, as is legacy pollution from our industrial past, compounded by new threats like microplastics, and PFAS. At the same time, Michigan is unique in its abundance of freshwater, much of it in relatively clean condition. That puts a responsibility on all of us to protect these globally significant resources. Q: Conversely, what are the biggest opportunities in Southeast Michigan for improvement and is there any low-hanging fruit? A: In many ways, we’ve already picked the low-hanging fruit. For example, our region has been ahead of the curve when it comes to combined sewer overflow treatment. Investments made in the ’90s and early 2000s, such as retention basins and treatment systems, have made a real difference in improving water quality in the region. Many of the pollutant sources in our stormwater are more broadly distributed. What’s next is being more strategic to plan infrastructure investment. We’re using better data and technology to monitor conditions. For example, we can now use robotics to inspect pipes so we don’t have to wait for them to fail, and real-time monitoring to inform operations during wet weather. That allows us to make smarter, targeted investments to prepare for changing conditions. Q: What innovative strategies or technologies are emerging to help cities like Detroit handle extreme weather events and stormwater management? A: Big data and real-time system operations are making a huge difference. With improved forecasting, operators can anticipate where rainfall is headed and adjust pump systems and treatment infrastructure in advance. We’re also using high-resolution 2D modeling to understand where water will accumulate during storms. That allows us to plan better and pinpoint risk areas. It’s transforming how we manage and design urban stormwater systems. Q: You worked extensively on the Ralph C. Wilson, Jr. Centennial Park on the Detroit riverfront. What specific water-related challenges did this project address, and how does it serve as a model for future waterfront development? A: The site had a number of infrastructure issues. There was legacy sediment contamination from industrial activity that had to be remediated to support a healthy aquatic ecosystem. The bulkheads along the river also were failing, creating dangerous sinkholes. We replaced those with new shoreline stabilization measures. We also incorporated aquatic habitat restoration into the project. The result is a world-class park that improves the riverfront for people while also addressing serious environmental concerns. It’s a great example of how community projects and infrastructure improvements can work hand in hand. Q: Infrastructure in Detroit is aging and often not designed for today’s environmental pressures. What are the biggest gaps in water infrastructure that need to be addressed, and what solutions exist? A: Much of the infrastructure was designed for storm conditions that were expected to occur once every 10 years. Now we’re seeing those types of storms almost every year, at least in some locations within the region. Our stormwater systems simply weren’t built to handle that level of intensity and frequency. The biggest gap is funding. Many systems are at or beyond their design life, but utilities don’t have the financial resources to replace them quickly. We need to identify failure points, understand what’s most vulnerable, and prioritize investment accordingly. Q: What role do community engagement and education play in developing effective climate resilience projects? A: Community engagement is a core part of most projects we work on. It’s essential that the infrastructure improvements we make actually serve the people who live there. When communities have a voice in the design process, the outcomes are better. Education also is key. Whether it’s installing a rain barrel, planting native species, or simply understanding how the stormwater system works, individual actions can add up. If we can manage even the first half inch of rainfall before it enters the storm system, we reduce the reliance on aging infrastructure. Q: Looking ahead, what do you see as the biggest opportunities for improving climate resilience and sustainable water management in the next decade? A: One major opportunity is the shift we’re seeing from purely regulatory compliance to voluntary corporate action. Many of our corporate clients are taking the initiative to reduce their water impacts. That’s a
Commercial Fleet Vehicle’s Evolution to Electrification
Bollinger Motors is an electric vehicle manufacturer focused on Class 4 and Class 5 trucks. Founded in 2015, the company initially set out to develop off-road electric vehicles but later pivoted to commercial fleet electrification, seeing a gap in the medium-duty truck market. Now headquartered in Oak Park, Michigan, Bollinger is majority-owned by California-based Mullen Automotive (Nasdaq: MULN). SBN Detroit interviewed Jim Connelly, the company’s Chief Revenue Officer, to discuss the challenges and opportunities within the Class 4 and Class 5 electric truck market, the considerations driving fleet electrification, and the broader implications for sustainability and economic growth in the region. Q: How did Bollinger Motors get started, and what led the company into the Class 4 and 5 truck market? A: Robert Bollinger founded Bollinger Motors in 2015 in upstate New York with the goal of developing a rugged, off-road vehicle for his farm that didn’t rely on gas. He and a small team of engineers started experimenting in his garage. As things progressed, Robert saw a gap in the commercial truck space – there were virtually no electric options in the Class 4, 5, and 6 segments. With government incentives accelerating EV adoption, the opportunity to focus on the commercial market became clear. Bollinger moved operations to Oak Park in 2017, tapping into the automotive engineering and manufacturing expertise in Detroit. Q: What is the driving force behind the development of Class 4 and 5 trucks, and how does this market function? A: The commercial vehicle sector has been expanding rapidly, particularly with the rise of last-mile delivery services and the increasing demand for residential delivery. Class 4 and 5 trucks are utilized across several industries, including landscaping, telecommunications, and delivery services. These versatile vehicles play a key role in urban and regional transportation. Electrification makes perfect sense for this market. Most Class 4 and 5 vehicles operate locally, returning to a central depot each evening, which simplifies charging logistics. The predictable routes and relatively moderate daily mileage make them ideal candidates for EV adoption. Q: What are the main factors driving businesses to transition to electric trucks at this size? A: Sustainability goals are a major motivator. Large corporations are looking to reduce their carbon footprint, and transitioning their fleets from gas and diesel to electric clearly aligns with their environmental objectives. Cost savings are a key factor as well. Fuel economy improvements, lower maintenance costs, and federal and state incentives make electric fleet adoption financially appealing. Since these vehicles are driven extensively, reducing fuel costs and minimizing maintenance expenses significantly lower the total cost of ownership over time. Q: What are the biggest challenges and opportunities in establishing EV adoption in this segment? The biggest challenge is infrastructure development. Companies need to build charging infrastructure to support EV fleets, which can be a major hurdle. Another challenge is driver familiarity. Drivers are used to gas and diesel vehicles, so transitioning to EVs can be disruptive. We intentionally designed the truck’s cab and controls to be similar to traditional vehicles. When it comes to opportunities, the market is wide open. Q: How does Bollinger’s partnership with EO Charging support fleet electrification? A: While many companies are eager to transition to electric fleets, most fleet managers have spent their careers managing gas and diesel vehicles. The shift to EVs requires new knowledge about charging infrastructure, vehicle compatibility, and grid capacity – areas that can cause angst. EO Charging provides end-to-end solutions, assessing customers’ facilities, infrastructure, and utility needs. They work alongside us to ensure that everything is in place – from hardware installation to liaising with utility companies – so businesses can confidently move forward with EV adoption. Q: What has the response from fleet operators been since Bollinger launched sales last fall? A: The response has been very positive. At the recent NTEA Work Truck Show, we participated in ride-and-drive events, where industry leaders and fleet managers had the opportunity to test our vehicles. Many have since expressed strong interest in long-term test drives, which we are now scheduling. We’ve also established a growing dealer network, with over 50 locations nationwide and are continuing to expand. Discussions with additional dealer groups indicate that demand for electric commercial trucks is rising steadily. Q: How do these trucks compare to diesel alternatives in cost and emissions? A: The total cost of ownership varies depending on several factors, including miles driven, fuel prices, vehicle lifespan, and upfitting requirements. We use a tool developed by Argonne National Laboratory at the University of Chicago, which allows businesses to calculate the payback period and emissions reductions for their specific use case. While EVs have a higher upfront cost, they become more cost-effective over time due to fuel savings, reduced maintenance, and substantial government incentives. Speaking of incentives, the federal government offers a $40,000 tax credit for Class 4 EVs under the Inflation Reduction Act. Certain states, such as California, provide additional incentives of up to $60,000 per vehicle, meaning businesses can receive up to $100,000 in incentives per truck. These incentives make early EV adoption much more financially viable. Many states now offer additional grants and rebates as well. We have a dedicated team that helps customers navigate these incentives, ensuring they maximize available savings. Q: What role does Bollinger’s Michigan headquarters play in the future of EV truck production? A: Robert Bollinger always knew that to scale, he needed to be in Detroit – the automotive capital of the world. Southeast Michigan provides access to a highly skilled workforce, manufacturing expertise, and a network of suppliers and engineers that is unmatched anywhere else in the country. We see ourselves as more than just an EV company – we are an automotive company. Being headquartered in Michigan allows us to merge cutting-edge technology with traditional automotive craftsmanship, ensuring we produce world-class electric trucks that meet the needs of commercial fleets today and into the future. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Urban Farming in Detroit
Planted Detroit is a vertical farming company located in the heart of the city, dedicated to redefining the way fresh produce is grown and distributed. By leveraging Controlled Environment Agriculture (CEA) and a commitment to biosecurity, the company focuses on producing high-quality greens year-round while minimizing environmental impact. Its model aims to ensure fresher, longer-lasting food while reducing the carbon footprint associated with traditional farming and long-distance transportation. SBN Detroit interviewed CEO and founder Tom Adamczyk to discuss the company’s sustainability efforts, how vertical farming plays a role in reshaping the food system, and what this means for businesses and consumers in Southeast Michigan. Q: Your background is in finance – what prompted the shift to develop Planted Detroit? A: Yes, my background is in capital markets and finance, particularly mergers, acquisitions, and investment management. Part of that work involved identifying emerging technologies and investment opportunities, with a specific focus on agriculture and sustainability. Through this research, I began looking at broader issues within the food supply chain and seeing systemic issues. Consumers are often paying higher prices for food that is lower in quality, and much of that is due to inefficiencies in how food is grown, transported, and distributed. A significant portion of fresh produce travels thousands of miles before reaching grocery stores, which impacts its nutritional value and shelf life while increasing costs and environmental impact. In 2016–2017, I started researching alternative agricultural models, including controlled environment agriculture. Vertical farming stood out as a viable approach to addressing these challenges. Rather than just investing in the sector, I wanted to fully understand how to make vertical farming both sustainable and economically viable – and be a part of it. That led to the launch of Planted Detroit in 2018. Q: Why did you choose vertical farming as your model? What advantages does it offer in terms of sustainability? A: I evaluated multiple controlled environment agriculture models, including greenhouse farming but determined that vertical farming had more scalability potential in urban environments and was more aligned with what I think needs to be done on a large scale for mass food production. The ability to grow vertically also makes it possible to produce more food within a smaller physical footprint. Compared to traditional farming, this method uses fewer natural resources while maintaining consistent production levels. Q: How do you approach energy efficiency in vertical farming? A: When I first started researching vertical farming, LED lighting technology was still evolving. The legalization of cannabis led to significant advancements in this area, as companies like GE and Philips invested in more efficient, cost-effective grow lights. This helped drive down costs and improve performance, making vertical farming more viable at scale. LED lighting systems now allow for adjustments to optimize plant growth and energy use. These new lighting systems generate less heat, which means we only use and pay for the photons needed for plant growth. One of our lights allows us to tune the spectrum from red to blue, which not only impacts the plant’s taste and growth but also improves energy efficiency. Q: How does vertical farming contribute to a more sustainable food system in Southeast Michigan? A: One of the primary challenges in food systems is access to fresh, high-quality produce, and locally based food production can play a role in improving availability. Growing food year-round in a climate like Michigan’s is an advantage in itself. Seasonal limitations often mean that fresh produce must be imported from across the country. By producing food locally, we can shorten the time between harvest and consumption, helping to preserve both nutritional value and quality. In the long term, the goal is to establish a model where fresh, nutrient-rich food is widely accessible, whether through direct-to-consumer sales, grocery stores, or partnerships. Q: What other sustainability practices are in place at Planted Detroit? A: As I mentioned, energy efficiency is a key consideration, both from an environmental and operational standpoint. Lighting and climate control systems are continuously optimized to minimize energy consumption while maintaining stable growing conditions. Water usage is another critical factor. Vertical hydroponic systems allow for 95% less water consumption compared to traditional farming methods. Our system feeds the plants at their root systems with nutrient-dosed water that is then recirculated and cycled back through the plants. This saves a lot of water. In terms of waste management, growing media is used only once per crop cycle and then composted. Local organizations, including Sanctuary Farms, repurpose the composted material, creating a closed-loop system that supports other agricultural efforts in the area. Food waste is also minimized. Any excess products that cannot be sold are donated through Food Rescue U.S. to prevent unnecessary landfill contributions. Packaging materials are continuously evaluated to maximize recyclability. Q: How does Controlled Environment Agriculture (CEA) compare to traditional farming in terms of resource efficiency? A: Water conservation is one of the most significant benefits. With increasing climate challenges, particularly droughts, the ability to grow food using a fraction of the water required by traditional agriculture is an important factor. Energy consumption is often discussed in relation to CEA, as artificial lighting does require electricity. However, when considering the entire supply chain—including long-haul transportation, refrigeration, and food spoilage—vertical farming presents efficiencies that help offset its energy use. Additionally, because production is demand-driven, it reduces overproduction and associated waste. Q: How do vertical farming and a shorter supply chain benefit businesses and consumers? A: Reducing the number of steps between food production and consumption improves both freshness and sustainability. My goal is farm-to-fork. People should be able to buy their food directly from the farm and put it in their refrigerator. With urban farming, food can be harvested and delivered within a short timeframe, preserving its quality and reducing spoilage. While scaling this model presents logistical challenges, it represents a shift toward a more localized and efficient food system. Q: Who are your main customers, and how do they influence your sustainability goals? A: Most of our customers
Sustainable Fashion in Practice: Insights from Object Apparel
Object Apparel is a sustainability-driven clothing brand based in Detroit, dedicated to crafting handmade, organic apparel with a focus on ethical practices and environmental stewardship. Founded by artist and architect Mollie Decker, the company began in a spare bedroom of a high-rise apartment in Lafayette Park and has since grown into a live-work space in North Corktown. Object Apparel emphasizes the use of organic fabrics, natural plant-based dyes, and water-based screen-printing inks to create distinctive, high-quality pieces that offer a meaningful alternative to fast fashion. The brand’s mission goes beyond aesthetics, aiming to blend thoughtful design with sustainable practices that minimize environmental impact. SBN Detroit spoke with Decker to explore the sustainability challenges faced by small, handcrafted-apparel companies, the strategies behind maintaining eco-conscious practices, and the creative solutions that make sustainability integral to Object Apparel’s philosophy. Q: What inspired you to prioritize sustainability in your business, and how has that shaped Object Apparel? A: Sustainability is something I strive to practice in all aspects of my life. For the business, it’s shaped less visible areas like sourcing and production methods while also fueling creativity. For example, I often use scrap fabric to make unique, one-of-a-kind pieces, blending sustainability with artistic expression. Q: How do you approach sustainability in your materials, dyes, and production processes? A: We use organic fabrics, natural plant-based dyes, and water-based screen-printing inks, which are softer and bond to the fabric over time. This method is more sustainable than traditional plastisol inks and ensures a higher-quality feel. Committed to minimizing waste, our packaging is biodegradable, and we follow a made-to-order production model. Additionally, we aim to repurpose as many scraps as possible. Q: What do you see as the biggest sustainability challenges for small, handcrafted apparel businesses? A: Cost is a significant challenge. Ethical production is expensive, and many consumers compare small-batch prices to mass-produced items made overseas. Sustainable materials—natural dyes, organic fabrics, and even thread—are significantly more expensive than conventional alternatives. Balancing affordability while adhering to ethical practices requires constant attention to sourcing and wholesale opportunities. Staying true to our values while finding the right audience requires resilience and a strong voice. Sourcing sustainably is a challenge as well. I primarily work with mills and wholesalers who can accommodate small orders. For fabrics, I rely on a mill in North Carolina and a hemp wholesaler in California. Balancing budget constraints with sustainability is tricky, but supporting businesses that share our values is important to me. I think scaling would be a colossal challenge for small hand-crafted apparel businesses, and we’ve intentionally chosen not to do so. Everything is made in-house by me, and my partner, Mike, handles the screen printing. Everything we do is labor-intensive. Scaling would likely mean raising prices significantly or altering how we work, which doesn’t align with our ethos. I don’t believe being as profitable as possible and selling the most possible is sustainable. There’s more clothing already in the world than anyone could ever need in our lifetimes, so really… is making anything sustainable? It’s something I think about a lot. Q: Do you collaborate with local artists or makers, and how do those partnerships influence your work? A: While all clothing production is done in-house, we collaborate with photographers and models to create visuals for our brand. We also partner with other makers and friends to host events like group shows and clothing swaps, which foster community and support shared sustainability goals. Q: Are there emerging practices in sustainable fashion that excite you or align with your vision? A: I’m an architect by trade and came into fashion as an artistic outlet, so I don’t follow fashion industry trends closely. However, I’m excited about the growing availability of hemp fabric since hemp is an incredible material that’s sustainable and versatile. Legalization has opened doors to better options at more reasonable prices. Q: What approach works best in terms of educating customers about sustainability and its role in small brands? A: I’ve learned that sustainability works best when modeled rather than preached. All you can do is model the behavior yourself as an individual and a brand and then you seem to attract like individuals as well as invite people in to learn more when they decide it’s right for them. I don’t focus on marketing Object Apparel as a “sustainable” brand – it started as a passion project and remains rooted in art and ethics. Q: What advice would you give to someone entering the apparel industry who wants to be sustainable? A: Define your ethics and stick to them. Sustainability means different things to different people, and the industry is rife with greenwashing. Establish what matters most to you and your customers, and work within those parameters, just as we do in life. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
