Consulting

Triodos Bank just launched a €300 million fund that treats nature as a profitable asset class. Not a charity. Not an offset. A return. This has been years in the making. In 2024, Triodos Bank and Fondaction - a Canadian investment fund - announced a partnership with the explicit intention to jointly accelerate positive change in global finance. The goal was clear from day one: close the finance gap for biodiversity and natural capital in developed markets. Last month, that partnership became a fund. Triodos Investment Management and Fondaction Asset Management have launched Value Nature Fund I - a closed-end natural capital fund targeting €300 million, aimed at transitioning farmland and forests to regenerative, closer-to-nature practices across North America and Europe. The fund brings together Fondaction's expertise in impact-driven investments in North American environmental markets. And Triodos's track record in European sustainable food and agriculture systems. Two complementary networks. Two continents. One investment thesis. The financial case is explicit: The firms say the fund comes at a moment of unmatched opportunity - creating value from the transition towards sustainable food and timber supply chains, hedging portfolios against volatility and inflationary pressures, and enhancing the resilience of critical economic sectors. This is not the language of philanthropy. It is the language of a portfolio manager. The fund intends to classify as SFDR Article 9 - the EU's most stringent sustainable finance label - with measurable impact KPIs across biodiversity and ecosystem services, climate mitigation and adaptation, and social wellbeing. Performance is tracked and outcomes are reported. Jonathan Coupland, Portfolio Manager at Fondaction, put it plainly: "Natural capital represents a structural response to ecosystem degradation, helping institutional investors address financial risks that can no longer be overlooked." That sentence matters. Not a values statement. A risk statement. The partnership's founding ambition was to demonstrate the scalability of solutions that address the dual climate and biodiversity crises with integrity - and that can achieve both financial performance and positive outcomes for nature. Value Nature Fund I is that demonstration. At €300 million scale. The question for every institutional investor watching: if Triodos and Fondaction see unmatched opportunity in natural capital and can build the vehicle for it - why not you too?

Stuck in an endless loop of client changes? Lost track of what revision this constitutes? Yeah. Been there. Done that. The secret? It's not about saying no. It's about saying yes to the right things upfront. Every project that goes sideways starts the same way: Vague agreements. Fuzzy boundaries. Good intentions. Six weeks later you're bleeding money and everyone's frustrated. Here's my framework after 30 years of running two 8-figure businesses: The SOW is your salvation. Not some boilerplate template. A real document that covers: • Exact deliverables (not "design work" but "3 homepage concepts, 2 rounds of revisions") • Hours of operation ("We respond M-F, 9-5 PST. Weekend requests get Monday responses") • Revision rounds spelled out ("Round 1 includes up to 5 changes. Round 2 includes 3.") • Feedback cycles defined ("48-hour turnaround for client feedback or the project may be delayed or additional fees may be incurred") But here's what most people miss— Don't work on client notes immediately. Client sends 37 pieces of feedback at 11pm Friday? Producer sends conflicting notes from the CEO? Marketing wants one thing, sales wants another? Stop. Collect everything first. Resolve the conflicts. Get on the phone and discuss it with your client to get alignment. Separate the "have to haves" from the "nice to haves". Then present unified changes. "Based on all feedback received, here are the 8 changes we'll implement. This constitutes revision round 2 of 3." Watch how fast the random requests stop. No extra work that goes unappreciated. No more feelings of being taken advantage of. Communicate before the crisis, prevents the crisis from happening. "Just so you know, we're entering round 2. You have one more included. After that, it's $X per additional round." No surprises. No awkward money conversations. No resentment. Scope creep isn't a them problem. It's a you problem. And that's good news, because that means you are in control. They're not trying to take advantage. They just don't know where the boundaries are because you never drew them. Draw the lines early. Communicate them clearly. Everyone wins. What's your most painful scope creep story? What boundary would've prevented it? Small Business Builders #projectmanagement #clientmanagement #businessgrowth

China just massively expanded its carbon market! Launched just four years ago with a focus on power generation, China’s carbon market is now accelerating rapidly to align with its climate goals and trade partners.  An overview of the policy shifts: - Expansion to heavy industries (steel, cement, aluminium) by 2027, three years ahead of schedule  - Transition from intensity-based limits to absolute emission caps  - Creation of a transparent, standardised, and internationally aligned voluntary reduction market by 2030  -Closer alignment with EU policies as the carbon border tax takes effect in 2026 My View: - Exporters will face more pressure to decarbonise supply chains ahead of EU border taxes  - Demand in China’s carbon market will grow as new industries come under the cap  - A stronger Chinese carbon market could reshape global carbon trading both by driving demand and forcing business models to evolve.  Every day, D. A. Carlin and Company is helping companies navigate shifts in global regulation. Keep up with our analysis of China’s carbon market and others in our weekly newsletter here: https://lnkd.in/eVQDUBxq #CarbonMarkets #China #ClimateAction #EnergyTransition #Decarbonisation #Sustainability #CBAM 

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. P.S. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/dv7biXUs ♻️ Repost to help a leader in your network. Follow Eric Partaker for more operational insights. — 📢 Want to lead like a world-class CEO? Join my FREE TRAINING: "The 8 Qualities That Separate World-Class CEOs From Everyone Else" Thu Jul 3rd, 12 noon Eastern / 5pm UK time https://lnkd.in/dy-6w_rx 📌 The CEO Accelerator starts July 23rd. 20+ Founders & CEOs have already enrolled. Learn more and apply: https://lnkd.in/dwndXMAk

A massive shift is underway: we’re moving from apps to agents. For banks, it’s a fundamental rewrite of their business model and yet few have grasped what’s truly at stake. Ask any bank, from the smallest to the biggest, if they have AI in their radar and the answer will be overwhelmingly affirmative. And rightly so. What are the main reasons they cite? Decision making, efficiency gains, fraud detection, customer experience, etc. are usually top of mind. And they are all spot on. But they are not the main point. To understand what that is we just need to look at the value chain: Banking is nothing more than building relationships. Everything else is an outcome of those relationships. What the evolution of AI - from GenAI to Agentic AI and to Multi-Agent-Systems (MAS) - does is that it fundamentally influences control over how those relationships are built. Apps will not be the main customer entry point any more. It will be agents. Hence, banks are facing (at least) one new intermediary layer: the customer's own AI-driven agent(s). Agents will decide, recommend, and select products on behalf of users, transforming the traditional customer-centric model into an agent-centric one. This is the single most important reason why AI is a game changer; the rest are outcomes. Banks therefore need to be able to play the agentic game, which means building their own agentic set-ups. How can banks do this? There is only one right way to do it, and Huawei has the best description and model I have come across: it’s two set-ups united under one common umbrella; the Digital Flywheel and the AI Flywheel: -   The latter builds on the former. -   Data is the key capability of the Digital Flywheel. -   In turn, data capabilities are built on four key elements (Huawei R.A.C.E Financial Data Intelligence Solution): • R: Real-time analytics • A: All-domain data integration • C: Converged data platforms and unified data services • E: Experience-centric business and IT data usage All banks that have managed to be successful during the past 10 years, have one thing in common: the Digital Flywheel. Why? Because it creates a virtuous cycle: from business to connections to data to better models to ecosystems to more connections and to more data. For banks seeking to avoid disintermediation by agents, the path to AI runs through digital infrastructure. Not as a standalone but in tandem. A twin digital and AI flywheel. Opinions: my own, Graphic source: Huawei 𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐛𝐞 𝐭𝐨 𝐦𝐲 𝐧𝐞𝐰𝐬𝐥𝐞𝐭𝐭𝐞𝐫: https://lnkd.in/dkqhnxdg

Efficiency is the result of mastery, not luck. When someone completes a task quickly and skillfully, it’s not just the moment you’re paying for—it’s the decade of learning, failure, repetition, and refinement behind it. Speed is not cheap. It's earned. Respect expertise, value experience, and recognize that great work isn’t about how long it takes. It's about what went into being able to do something so well and so fast. After all, you're not paying for 30 minutes of work; you're paying for the 10 years it took to make it look effortless. ✅ Here's what it looks like in practice: 1. Design & Creative Work Example: A graphic designer creates a logo in under an hour. Why it matters: That logo represents years of learning typography, color theory, brand psychology, and countless hours refining their creative process. Fast doesn't mean easy—it means refined. 2. Software Development Example: A developer fixes a critical bug in 15 minutes. Why it matters: They’re not lucky—they’ve spent years learning systems, syntax, and patterns that allow them to instantly identify and solve issues others would spend hours on. You're not paying for keystrokes. You're paying for insight. 3. Legal & Consulting Services Example: A lawyer offers life-changing advice in a short meeting. Why it matters: Behind that advice are years of study, precedent analysis, and experience in negotiation or litigation. Their clarity is a product of complexity they've already mastered. 4. Trades & Craftsmanship Example: An experienced electrician diagnoses and repairs a problem in 20 minutes. Why it matters: They’ve done it hundreds of times. That precision comes from practice, not guesswork. Quick work is the dividend of deep knowledge. 5. Medical Field Example: A doctor makes a correct diagnosis in one visit. Why it matters: That moment of accuracy reflects years of education, clinical experience, and refined intuition. You're paying for judgment, not just time. ✅ Bottom line: If it looks easy, it’s because someone made it so—through effort, not shortcuts. ✅ Respect the craft. Honor the journey. Pay for the years, not the minutes. ♻️ Repost if this resonates. ➕ Follow Travis Bradberry for more and sign up for my weekly LinkedIn newsletter. Do you want more like this? 👇 📖 My new book, "The New Emotional Intelligence" is now available for preorder on Amazon. Order now and it'll be on your doorstep on Tuesday May 13th.

𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁 𝗮𝗻 𝗔𝗜 𝗦𝗧𝗥𝗔𝗧𝗘𝗚𝗬 𝗳𝗼𝗿 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆? This is one of the clearest roadmap you’ll ever get to build your own: ⬇️ 1. 𝗔𝗜 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗚𝗼𝗮𝗹 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 (𝗧𝗵𝗲 𝗖𝗼𝗿𝗲): This is your strategic north star — where you define your ambition and guide every downstream decision. • Drivers → Why are you doing this? Clarifies the business/tech forces pushing AI forward.   • Value → What are you aiming to achieve? Links AI directly to measurable outcomes.   • Vision → Where is this going long-term? Provides inspiration and direction across teams.   • Alignment → Is everyone rowing in the same direction? Ensures synergy. • Risks → What could go wrong? Sets the baseline for governance and responsible AI.   • Adoption → Who will actually use it? Anticipates friction and enables change management. 📍 This is the master blueprint — Without this, you’re just building disconnected POCs. No clear target = no impact. 2. 𝗔𝗹𝗶𝗴𝗻𝗲𝗱 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 (𝗠𝗮𝗸𝗲 𝗜𝘁 𝗙𝗶𝘁 𝗬𝗼𝘂𝗿 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀): This is where your AI ambition meets the reality of your broader enterprise. • Business Strategy → AI must serve the core business goals — not exist as a side project.   • IT Strategy → Ensures your infrastructure can support scalable AI.   • R&D Strategy → Aligns innovation with AI capabilities and funding priorities.   • D&A Strategy → Without data strategy, no AI strategy will scale. • (...) Strategy → ... 📍 Connect AI to the real levers of power in your organization — so it doesn’t get siloed or shut down. 3. 𝗔𝗜 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗠𝗼𝗱𝗲𝗹 (𝗠𝗮𝗸𝗲 𝗜𝘁 𝗥𝗲𝗮𝗹):   Once you know what you want to do, this defines how you’ll deliver it at scale. • Governance → Sets up ethical, legal, and operational oversight from day one.   • Data → Builds the pipelines and quality foundations for smart AI.   • Engineering → Equips you with the technical backbone for deployment.   • Technology → Selects the right tools, platforms, and architecture.   • Organization → Assigns ownership and accountability.   • Literacy → Ensures the workforce can actually work with AI. 📍 This is your AI engine room — without it, strategy stays theoretical. 4. 𝗔𝗜 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 (𝗗𝗲𝗹𝗶𝘃𝗲𝗿 𝘁𝗵𝗲 𝗩𝗮𝗹𝘂𝗲):   Now it’s time to build — but with structure and intent. • Ideation/Prioritization** → Surfaces the best use cases, aligned with strategy.   • Use Cases → Translates goals into concrete applications and MVPs.   • Buy-Build → Decides how to deliver: in-house, outsourced, or hybrid.   • Change Management → Drives real adoption beyond pilots.   • Value/Cost Management → Measures success and ensures scalability. 📍 This is where value is realized — where strategy finally touches the customer and the business. 𝗬𝗼𝘂𝗿 𝗔𝗜 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘄𝗼𝗿𝗸 𝗹𝗶𝗸𝗲 𝘆𝗼𝘂𝗿 𝘁𝗲𝗰𝗵 𝘀𝘁𝗮𝗰𝗸: 𝗙𝘂𝗹𝗹𝘆 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲𝗱, 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝘁 𝘁𝗼 𝘀𝗰𝗮𝗹𝗲! Graphic source: Gartner

We’re planting trees — but losing biodiversity. Global efforts to restore forests are gathering pace, driven by promises of combating climate change, conserving biodiversity, and improving livelihoods. Yet a recent paper published in Nature Reviews Biodiversity warns that the biodiversity gains from these initiatives are often overstated — and sometimes absent altogether. Forest restoration is at the heart of Target 2 of the Kunming-Montreal Global Biodiversity Framework, which aims to place 30% of degraded ecosystems under effective restoration by 2030. But the gap between ambition and outcome is wide. "Biodiversity will remain a vague buzzword rather than an actual outcome" unless projects explicitly prioritize it, the authors caution. Restoration has typically prioritized utilitarian goals such as timber production, carbon sequestration, or erosion control. This bias is reflected in the widespread use of monoculture plantations or low-diversity agroforests. Nearly half of the Bonn Challenge’s forest commitments consist of commercial plantations of exotic species — a trend that risks undermining biodiversity rather than enhancing it. Scientific evidence shows that restoring biodiversity requires more than planting trees. Methods like natural regeneration — allowing forests to recover on their own — can often yield superior biodiversity outcomes, though they face social and economic barriers. By contrast, planting a few fast-growing species may sequester carbon quickly but offers little for threatened plants and animals. Biodiversity recovery is influenced by many factors: the intensity of prior land use, the surrounding landscape, and the species chosen for restoration. Recovery is slow — often measured in decades — and tends to lag for rare and specialist species. Alarmingly, most projects stop monitoring after just a few years, long before ecosystems stabilize. However, the authors say there are reasons for optimism. Biodiversity markets, including emerging biodiversity credit schemes and carbon credits with biodiversity safeguards, could mobilize new financing. Meanwhile, technologies like environmental DNA sampling, bioacoustics, and remote sensing promise to improve monitoring at scale. To turn good intentions into reality, the paper argues, projects must define explicit biodiversity goals, select suitable methods, and commit to long-term monitoring. Social equity must also be central. "Improving biodiversity outcomes of forest restoration… could contribute to mitigating power asymmetries and inequalities," the authors write, citing examples from Madagascar and Brazil. If designed well, forest restoration could help address the twin crises of biodiversity loss and climate change. But without a deliberate shift, billions of dollars risk being spent on projects that plant trees — and little else. 🔬 Brancalion et al (2025): https://lnkd.in/gG6X36WP

The era of high guaranteed Partner salaries and time-and-materials billing is fading fast in Professional Services. The idea of paying $1M+ salaries to Partners delivering modest revenue is becoming harder and harder to defend. Senior leaders exiting the large firms are finding themselves in unfamiliar territory. The market now demands that they take on real client risk, link their compensation to outcomes—not effort—and focus on building long-term enterprise value rather than stacking billable hours. The firms that are thriving today have already made the shift. Their Partners don’t just turn up—they commit. They build. They invest. And they share in the upside. Lower base salaries, higher variable comp tied to performance, and above all, equity ownership as the central source of wealth creation. Clients expect the same. They’re done paying for time—they want results. Outcome-based pricing isn’t a trend—it’s the new standard. And it’s reshaping the entire industry. We’re seeing the rise of a new breed of Partner: entrepreneurial, hands-on, and now empowered by Agentic AI to deliver more value, faster and leaner than ever before. What’s fading? The traditional leverage model built on layers of junior staff and local hiring. That approach is rapidly losing relevance. What’s emerging is sharper, more scalable, and fundamentally aligned with client success. The future belongs to those who create value—not just those who track time.

𝟓 𝐏𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐋𝐞𝐬𝐬𝐨𝐧𝐬 𝐟𝐫𝐨𝐦 𝐚 ₹𝟏𝟗,𝟕𝟎𝟎 𝐂𝐫 𝐌𝐢𝐬𝐭𝐚𝐤𝐞 What every procurement leader must learn from the JSW–Bhushan Steel chaos 𝗕𝗮𝗰𝗸𝗴𝗿𝗼𝘂𝗻𝗱 : In 2019 JSW Steel won the bid to acquire Bhushan Power & Steel under India’s Insolvency & Bankruptcy Code (IBC). Deal value : ₹19,700 Cr. Funds were infused. Operations taken over. 𝘊𝘰𝘯𝘵𝘳𝘰𝘭 𝘢𝘴𝘴𝘶𝘮𝘦𝘥 𝗕𝘂𝘁 𝗜𝗻 𝗠𝗮𝘆 𝟮𝟬𝟮𝟱: The Supreme Court has canceled the entire deal ❌ Declares the process illegal Orders liquidation instead That’s true a company that JSW ran for years is now off its books Overnight 𝗕𝘂𝘁 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗛𝗮𝗽𝗽𝗲𝗻𝗲𝗱 ? ⛔ 𝐓𝐢𝐦𝐞𝐥𝐢𝐧𝐞 𝐛𝐫𝐞𝐚𝐜𝐡: IBC allows 270 days. This deal dragged on for over 500 ⛔ 𝐏𝐫𝐞𝐦𝐚𝐭𝐮𝐫𝐞 𝐜𝐨𝐧𝐭𝐫𝐨𝐥: JSW took over without full legal closure ⛔ 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐠𝐚𝐩𝐬: The resolution process lacked statutory rigor 𝘛𝘩𝘦 𝘊𝘰𝘶𝘳𝘵 𝘳𝘶𝘭𝘦𝘥 𝘵𝘩𝘢𝘵 𝘵𝘪𝘮𝘦 𝘦𝘹𝘵𝘦𝘯𝘴𝘪𝘰𝘯𝘴 𝘤𝘢𝘯𝘯𝘰𝘵 𝘫𝘶𝘴𝘵𝘪𝘧𝘺 𝘱𝘳𝘰𝘤𝘦𝘥𝘶𝘳𝘢𝘭 𝘷𝘪𝘰𝘭𝘢𝘵𝘪𝘰𝘯𝘴 𝐖𝐡𝐚𝐭 𝐓𝐡𝐢𝐬 𝐌𝐞𝐚𝐧𝐬 𝐟𝐨𝐫 𝐘𝐨𝐮 𝐀𝐬 𝐀 𝐏𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐋𝐞𝐚𝐝𝐞𝐫 : This is a brutal real-world case study in contractual discipline and risk management. 1️⃣ 𝗗𝗲𝗮𝗱𝗹𝗶𝗻𝗲𝘀 𝗮𝗿𝗲 𝗟𝗔𝗪 — 𝗡𝗼𝘁 𝗦𝘂𝗴𝗴𝗲𝘀𝘁𝗶𝗼𝗻𝘀 Contracts with statutory or regulatory timelines must be treated as non-negotiable. 2️⃣ 𝗟𝗲𝗴𝗮𝗹 𝗖𝗹𝗼𝘀𝘂𝗿𝗲 > 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 Never take charge of suppliers, assets, or projects until contracts are 100% sealed and validated. 3️⃣ 𝗣𝗮𝗽𝗲𝗿 𝗧𝗿𝗮𝗶𝗹𝘀 𝗣𝗿𝗼𝘁𝗲𝗰𝘁 𝗬𝗼𝘂 Assumptions don’t win in court. Documentation does. 4️⃣ 𝗜𝗻𝗰𝗹𝘂𝗱𝗲 ‘𝗪𝗵𝗮𝘁-𝗜𝗳’ 𝗖𝗹𝗮𝘂𝘀𝗲𝘀 𝗶𝗻 𝗛𝗶𝗴𝗵-𝗦𝘁𝗮𝗸𝗲 𝗖𝗼𝗻𝘁𝗿𝗮𝗰𝘁𝘀 Always draft contingency, rollback, and reversal clauses — especially in M&A, Capex, or long-term supply contracts. 5️⃣ 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗶𝘀 𝗡𝗼𝘁 𝗕𝘂𝗿𝗲𝗮𝘂𝗰𝗿𝗮𝗰𝘆 — 𝗜𝘁’𝘀 𝗜𝗻𝘀𝘂𝗿𝗮𝗻𝗰𝗲 Be the leader who slows down when it matters. Because speed without structure kills deals. Have you seen contract risks like this in your industry? #JSW #bhushansteel #India #Contract #Contractdrafting #Purchsing #Procurement #Industry #Mergerandaquisition #Riskmanagement #Leadership #CXOinsights #SMARTProcurement #ContractRisk #SCM