OPINION: The transition to a circular economy is fundamentally reshaping leadership within the waste and resource management sector. What was once a field focused on operational efficiency and compliance is now one of strategic transformation, innovation and long-term value creation. As the sector matures, leadership roles are becoming broader, more commercially focused and increasingly complex.
Traditionally, professionals in the sector progressed through linear career paths, often moving from operational roles into middle management, with responsibilities centred on logistics, treatment and disposal. These capabilities remain important, but they are no longer sufficient. The modern circular economy demands a new kind of leadership. Leaders are now expected to reimagine business models, integrate sustainability into core strategy and drive systemic change across value chains.
This evolution is reflected in the emergence of new executive positions such as chief circularity officer and director of sustainability. These roles require a unique combination of commercial acumen, systems thinking and environmental insight. Senior leaders are being tasked with embedding circular principles across entire organisations, engaging internal teams and collaborating with external stakeholders including suppliers, customers, regulators and investors.
To lead effectively in this context, executives must develop a diverse set of capabilities. Strategic vision and systems thinking are vital, as leaders must understand interconnected challenges and anticipate long-term risks and opportunities. A strong commercial mindset is essential to identify profitable, scalable circular solutions. Innovation plays a key role, whether through product redesign, reverse logistics, or business models such as product-as-a-service and resource recovery. These approaches not only reduce environmental impact but also drive growth and competitive advantage.
Leading circular change requires engaging with a wide array of stakeholders and often challenging long-established practices. Successful leaders must be able to build trust, articulate a clear purpose and inspire people to embrace change. Internally, this means breaking down organisational silos. Externally, it involves forming strategic partnerships, sometimes even with traditional competitors, to advance shared sustainability goals.
A compelling example of this in practice is the partnership between EGGER and Wren. These companies have implemented a closed-loop system in which waste melamine faced chipboard from Wren’s manufacturing process is returned to EGGER’s facility. Instead of being discarded, the material is transported alongside finished board deliveries. It is then processed and reintegrated into chipboard production. This initiative not only reduces environmental impact and reliance on virgin materials but also improves operational efficiency for both companies. It demonstrates how visionary leadership and collaboration can unlock circular value in practical and profitable ways.
Career paths within the sector are also changing. Advancement is no longer confined to a traditional hierarchy. More professionals are moving across disciplines, combining experience in sustainability, operations, product development and commercial functions. This cross-pollination of skills helps to build the holistic perspective necessary to lead circular transformation. A waste manager with deep technical expertise might transition into roles involving strategy, innovation or supply chain management, continually adapting to meet new challenges.
At Newman Stewart, we are seeing growing demand for leaders who bring this breadth of experience, and the mindset required to thrive in a circular economy. Increasingly, companies seek individuals from varied backgrounds, including manufacturing, retail, finance and consultancy, who can apply fresh perspectives and drive change at scale.
Organisations that wish to stay ahead must invest in developing their leadership pipeline. This means nurturing talent internally, offering opportunities for cross-functional development and building a culture that supports innovation and learning. At the same time, recruitment strategies must reflect the wider demands of the circular economy, looking beyond conventional career profiles to attract high-potential individuals with transferable skills and strategic insight.
The journey from waste manager to CEO is emblematic of the wider transformation taking place in the sector. It highlights the growing importance of leadership that can combine commercial ambition with environmental responsibility. Those who can inspire others, drive innovation and lead with purpose will not only position their organisations for long-term success but also play a vital role in shaping a more sustainable future.
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