Continuing our Changemaker Spotlight series, we most recently spoke with Rachel Sheila Kan, a leader in sustainability with extensive experience in fashion design and supply chain management. Rachel discussed her shift toward sustainability consulting and her vision for a future of decentralised, local production systems.
Join us as we explore Rachel’s strategies for reducing overproduction and promoting product longevity within a regenerative economic framework.
Q1: Can you tell us a bit about your career journey so far?
A1: I started my career in fashion focused on design and supply chain management, working with multiple brands across different countries. I eventually took on roles that connected buyers with production, diving deep into the materials we used, like fibres and dyes. These early experiences laid a strong foundation for my understanding of the fashion industry’s systemic issues.
As I spent more time in global markets, especially in China and India, I became acutely aware of the sustainability challenges within the industry, such as the vast amounts of unsold, linear materials. This realisation pushed me towards a significant career shift. I decided to move away from creating new fashion brands, which seemed to add to the problem, and instead, focused on sustainability consulting.
Now, I use my deep industry knowledge to help businesses implement more environmentally friendly practices. My journey from designer to circularity consultant reflects my commitment to transforming the fashion industry from the inside out, making it more sustainable for future generations.
Q2: Can you explain what circularity means to you and why it’s become such a central focus in your work?
A2: For me, circularity is about creating business models that aren’t just sustainable but are truly regenerative. It’s about moving beyond the traditional take-make-waste cycle to a more holistic approach that considers everything from material use to economic systems. I started focusing on this when I set up the Ecosystem Incubator. This venture was born from seeing small businesses and consultants struggle to gain momentum while promoting sustainability. I realised we could create a community where businesses don’t just operate in isolation but collaborate as a collective, much like a forest ecosystem where everything is interconnected.
In this model, we aim to reduce overproduction—a significant challenge for many brands—and integrate sustainability deeply into the fabric of business operations. We’re not just tweaking minor details; we’re rethinking the entire system to encourage longevity, reuse, and innovative use of resources. We work with businesses to implement trial changes in a manageable way, proving concepts in small, real-world applications before scaling them up. Ultimately, it’s about proving that these sustainable models are not only viable but necessary for the future. We’re creating blueprints for businesses to adapt to a world where they need to operate more sustainably and ethically, aligning profitability with planetary health.
Q3: How do you approach influencing businesses to adopt more sustainable and circular economic models, especially when traditional models are so entrenched?
A3: It’s all about showing businesses a new way to think about economics, not just in terms of profit and shareholders but in a way that integrates sustainability circular models deeply into their operations. We start by being realistic about the current system and recognizing that a drastic overnight change isn’t feasible. Instead, we work closely with companies on what we call ‘Real Circularity.’ This means we select a specific section of their business and start small—running iterative trials not just on products but on how these products are integrated into their retail systems. This agile approach allows us to demonstrate success in stages, which can then be scaled or adjusted as needed.
In our incubator, we take these new economic ideas and test them in controlled environments to see what works and what doesn’t. Successful models become proof that sustainable practices can be economically viable and beneficial. We’re not just creating these models in isolation; we’re building them to be shared with other companies to encourage a broader shift toward sustainably circular and regenerative models.
The goal here is to reduce overproduction, increase product longevity, and explore new revenue streams that align with these objectives. It’s about moving from the idea of consumers to ‘user threadsafe,’ emphasising the use of products over their lifetime, much like durable goods such as furniture. By changing the narrative and the business model, we help companies see the long-term benefits of adopting sustainable practices that contribute positively to the world.
Q4: How do you ensure businesses can sustainably transition without solely relying on product sales?
A4: We take a comprehensive approach to quality assurance across all aspects of a business, not just focusing on generating revenue from product sales. We’re exploring alternative revenue streams that complement the core offerings of a company. For instance, we might develop digital products, educational programs, or even membership models, like joining a cool brand club. This isn’t just about adding extras; it’s about creating value in ways that align with regenerative practices.
We’re really addressing the elephant in the room here. We’re not asking businesses to overhaul their products and expect sales to continue as usual. That’s not realistic nor sustainable. Instead, we provide them with a blueprint for the future that involves significantly reducing overproduction. This blueprint helps them adapt to a business model that doesn’t rely on constant consumption but instead fosters a more sustainable interaction with their customers and the environment. This way, we’re not just patching up the current system; we’re rebuilding it to be robust and sustainable for the long term.
Q5: As you look toward the future for your children, what kind of economic and environmental landscape do you hope they will live in?
A5: I hope for a future that moves away from heavy centralization to more localised, decentralised systems. I envision local micro-factories that support a circular economy, allowing communities to produce and recycle locally rather than relying on global supply chains that require excessive shipping. This approach would make economic sense and reduce environmental impact by keeping resources and production local.
Additionally, I’d like to see countries develop self-sustaining, regenerative economies that don’t depend on exporting resources but instead build wealth within their own borders. This shift would involve new economic models that promote sustainability and equity, ensuring that future generations inherit a world where economic activities are inherently supportive of both environmental and community resilience.
Q6: Considering the long-term nature of sustainability efforts, how do you approach the work knowing the results may not be fully realised within your lifetime?
A6: I embrace what’s known as “cathedral thinking,” inspired by the way Gaudi approached the construction of the great cathedral in Barcelona. He started a project that he knew he wouldn’t see completed in his lifetime, but he began it anyway, guided by a vision of what it could become. Similarly, in regenerative work, we recognize that the work we’re doing now might not show its full effects until future generations.
This mindset is essential for sustainable development—it’s about doing the work now without necessarily expecting to see all the results ourselves. It’s like what’s described in the Bhagavad Gita about focusing on the action and not the fruits. This perspective helps sustain our efforts, knowing that we are laying the groundwork for future generations to build upon, much like constructing a cathedral over centuries. It’s a powerful way of thinking that underpins the long-term commitment required to truly transform our world sustainably.
Q7: And lastly, tell us about your book and where we can find it?
A7: The book is called Real Circularity, it is co-authored by our co-founder Ken Alson who worked on the original Cradle to Cradle™ concepts with the originators. His practice in Cradle to Cradle™ and mine in the ‘Regenerative’ small business stance came together with shared values to provide a no nonsense book, our Real Circularity Academy and our business consultancy to work with whole teams or individuals on its application. The book is a quick read for busy people who don’t have time to get into reading or creating the agile business workings that we have both individually and collectively created. The book is a great starting point and an introduction to our work.