FROM THE INDUSTRY
There’s a dangerous
That shift happened for me the moment I realised that the work I was doing in the circular economy wasn’t just about business—it was about the future. As a parent, I look at my child and wonder what kind of world we’re leaving behind. I worry about the choices we’re making today, the resources we’re depleting, and the damage we’re leaving for the next generation to fix.
we replace it instead of repairing or rethinking its potential. After nearly two decades in the industry, I’ve seen the incredible opportunities businesses have when they embrace circular practices— extending the life of equipment, reducing carbon footprints and tapping into new revenue streams. Yet, despite the potential, apathy remains a formidable adversary. There’s a dangerous assumption that sustainability is a problem for the next quarter, the next team, or even the next generation. But if we keep pushing the problem down the road, we’ll eventually run out of road. The climate crisis isn’t a distant concern; it’s unfolding around us every day, from wildfires that rage uncontrollably to supply chain disruptions caused by extreme weather events. We can’t afford to wait for someone else to take the lead. That’s why I founded Circular Economy Consultants. In the telecommunications industry, circular economy principles can help extend the lifespan of infrastructure and equipment, reducing waste and optimising resources. This is particularly crucial given the scarcity of rare earth elements (REEs), like gallium, which has seen significant price increases in the last two years. Between 2022 and 2023 alone, prices rose by over 50%, driven by supply chain challenges and increased demand for semiconductors and fibre- optic components. Copper, while not an REE, remains a critical element for telecommunications infrastructure, and its rising demand and finite supply underscore the need for more sustainable practices. By applying circular principles, we can extend the lifespan of infrastructure and equipment, reducing waste and optimising resources. We help businesses see beyond the short-term challenges to the long-term benefits of circular practices. From IT asset disposition to remanufacturing programmes, we offer the tools, strategies, and insights to turn sustainability into a competitive advantage. It’s not just about compliance or optics—it’s about building resilient, future-proof businesses while safeguarding the world our children will inherit. In the telecommunications industry, this means rethinking the lifecycle of network infrastructure—recovering, refurbishing, and redeploying equipment instead of discarding it.
I also have the privilege of working with Capital Growth Partners, a firm dedicated to driving sustainable business growth through strategic investments and innovative practices. With a wealth of experience across multiple sectors, we collaborate with industry leaders to design and implement strategies that balance profitability with environmental stewardship. This includes working with key players in the tech sector to optimise asset utilisation and reduce waste while maintaining high- performance standards. The question isn’t whether we can afford to act; it’s whether we can afford not to. Sustainability isn’t a side project or a corporate slogan—it’s an urgent responsibility. Embracing circular practices can lead to operational savings, enhanced resilience, and a more sustainable future. I’m committed to being part of the solution, and I invite others to join me. Because when a job becomes a mission, the only option is to act. And the time to act is now. assumption that sustainability is a problem for the next quarter, the next team, or even the next generation.
The weight of that responsibility isn’t just professional; it’s deeply personal.
We live in a world where convenience often trumps consequence. In the telecommunications industry, for example, wastage can occur due to convenience. At a recent SCTE event, a member cited their experience with a broadband engineer who used vast quantities of cable because he couldn’t be bothered to cut it to the needed length. Time constraints played a role, but the underlying issue was a disregard for the materials. The throwaway culture in the tech and telecoms industries, especially, mirrors a wider societal trend: if something breaks or becomes outdated,
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MARCH 2025 Volume 47 No.1
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