5 Key Insights About How Sustainability Impacts Business Performance
Modern sustainability leadership is no longer just about setting ambitious goals. We’re at a critical moment where it's also important to prove measurable business value, to embed sustainability into core operations, to swiftly adapt to ever-changing realities, and to ensure oversight and ownership over the results of progress.
These themes were a big part of the discussions we heard at New York Climate Week 2026. A highlight of the week was Sustainability LIVE’s Leadership Impact Forum with a panel featuring industry leaders talking about sustainability and business performance. The panel was moderated by Sustainability Magazine Senior Editor Charlie King and included:
- Al Subbloie, Founder and CEO, Budderfly
- Shea (Shafaq) Jameel, Chief Sustainability Officer, Marsh
- Burgess Scott Davis, Senior Vice President, Chief Sustainability Officer, North America, PepsiCo
- Kevin Rabinovitch, Global Vice President of Sustainability, Mars
- Ted Kowalsky, Partner and Public Finance & Sustainability Practice leader, CohnReznick
Below are a few key takeaways from the discussion that are essential insights for business leaders. Scroll to the bottom of the page to watch the panel in full.
1. Sustainability must be positioned as a business value creator, not a cost center.
A consistent theme across the discussion was that substantive corporate sustainability initiatives only work when they create measurable business value. For example, sustainability leaders should be convincing their organizations to think differently about their energy spending —to view it as an opportunity to unlock capital and generate returns. The future of sustainability leadership in business depends on demonstrating how sustainability drives business growth, efficiency, resilience, and shareholder value.
"Sustainability leaders, I think, have the power to turn an expense into an asset." — Al Subbloie
2. The conversation has shifted from ambition to credibility and measurable outcomes.
Several panelists noted that we’re in a new era where organizations must show evidence of progress rather than simply announce ambitious goals. Leaders are expected to provide transparent data, demonstrate progress, and prove impact. Goals should still be ambitious, but they should be anchored to results that can be quantified. Credibility is becoming a competitive advantage.
"A couple years ago... there was a lot of ambition and verbalizing that ambition, and now years later, we're more in a place of showing action, progress, and ensuring that it's embedded inside the business." — Burgess Scott Davis
“Commit to things that you can measure. Shareholders and stakeholders want to see what the ruler is you're using, and they want to know that you have credibility in the ruler that you've chosen.” — Ted Kowalsky
3. Sustainability leaders must remain flexible and willing to pivot.
Long-term goals may remain fixed, but strategies need to evolve as regulations, technologies, markets, and stakeholder expectations change. Successful leaders maintain commitment to outcomes while remaining adaptable about how they get there.
“Know when to pivot. We might have set targets and built roadmaps and strategies in 2019. The world is very different nowadays." — Shay Jamil
4. Sustainability must be embedded into core business operations.
Panelists agreed that sustainability cannot be owned solely by sustainability teams. It must become part of how the company operates, makes decisions, and collaborates internally and externally.
"What are the changes we need to make today to get to where we want to in the future? Achieving 2040-2050 sustainability goals will require changes to planning processes, decision-making frameworks, operating models, and supply chain partnerships.” — Kevin Rabinovitch
5. Sustainability officers are crucial for businesses who want to make tangible progress.
Sustainability roles are relatively new, and some are skeptical of their value. However, the panelists emphasized the importance of having someone at the company in charge of quantifying progress and telling the sustainability narratives—and most importantly someone to oversee the process and ensure alignment with business goals and the company mission.
"I don't see a world where you can do away with that role and have organizations successfully not just deploy sustainability as a function, but also make their customers and stakeholders happy.” Ted Kowalsky
WATCH THE FULL DISCUSSION BELOW: