Her new venture—S4: the Secret Society of Sustainability Spies—isn’t a stunt. It’s a philosophy: train people at all levels to embed sustainability into their everyday decisions, no job title required.

“If companies won’t go to sustainability, sustainability must go to the company—whether they want it or not.” — Magali

🕵️‍♀️ Changing the System Quietly

As Holcim’s first Chief Sustainability and Innovation Officer, Magali helped shape the cement industry’s first net-zero commitment and aligned executive pay to ESG metrics. But the CSO role, she says, is being hollowed out—stuck in reporting loops, isolated from the business’s core.

That’s why she’s turning toward “systemic subversion.” The new goal? Empower procurement officers, engineers, and marketers to push change from within—what she calls changing your job without telling anyone.

“Sustainability isn’t a job title. It’s a way of working.”

🧠 Why the CSO Role Isn’t Working

Magali is blunt about the burnout plaguing sustainability leaders. When asked why, she doesn’t hesitate:

“Too many CSOs are doing reporting instead of reshaping business models. That’s like asking a CEO to focus only on financial disclosures.”

Her solution: embed ESG where the power is—finance, operations, product. The job of a CSO should be to make themselves obsolete.

“The goal is for the CSO role to disappear because everyone is doing the job.”

🧱 Building Holcim’s ESG Edge

During her time at Holcim, Magali led some of the boldest moves in the building materials sector:

• The first net-zero pledge validated by SBTi

• Integration of nature targets into business strategy

• Launch of the Roof Over Our Heads campaign to house 1 billion people

But for all the public wins, her focus was always internal: realigning incentives, simplifying systems, and rooting sustainability in business logic.

“We treated sustainability like a business transformation—not a comms campaign.”

🔮 From Oil Rigs to Boardrooms

Magali’s career began in oil and gas. She doesn’t hide it; she embraces it.

“I don’t feel guilty. Guilt locks the past. I use it to unlock the future.”

That honesty fuels her mission now: to help professionals everywhere reframe their roles, histories, and power to act.

✨ If She Had a Magic Wand…

No jargon. No tech. Just this:
Tie executive bonuses to long-term ESG metrics.

“You can’t ask factory workers to care about sustainability if their bosses aren’t paid to care.”

Will isn’t just another voice in the ESG crowd. He’s been on the inside, designing sustainability strategy, engaging boards, and wrestling with the brutal complexity of telecom supply chains. And he’s refreshingly honest about what does and doesn’t work.

“The target’s just the start. It’s the action behind it that matters.”

In conversation, Will makes a compelling case: true progress demands that we escape our own organisational silos and rethink where value actually comes from—often in places overlooked by traditional ESG frameworks.

💡 Forget the Net Zero Checklists—Think Industry-Wide Standards

During his time at TalkTalk, Will led efforts that cut emissions by 58% in just four years. But he’s quick to point out that individual corporate action isn’t enough.

“We had to look beyond the four walls of the company. That meant getting competitors, regulators, and suppliers around the table.”

That effort led to one of the most ambitious initiatives in UK telecoms: a cross-sector collaboration representing £50 billion in annual revenue. The goal? Create minimum joint standards to address Scope 3 emissions—a problem that no single firm can solve in isolation.

Key Outcomes:

• 85% of suppliers (by spend) now have science-based targets

• A roadmap for reducing upstream emissions shared across the industry

• Ongoing work with Ofcom to align regulatory frameworks with sustainability priorities

This isn’t ESG as branding. It’s ESG as systems change.

🧠 Why ESG Reporting Misses the Point (and What to Do Instead)

Will’s critique of standard ESG reporting is incisive. He doesn’t reject it outright—but he’s sceptical of the weight it carries in decision-making.

“Reporting on ESG metrics is often about satisfying frameworks. But that doesn’t necessarily lead to change.”

So what does?

• Board-level engagement that links sustainability to commercial risk

• Simplicity and clarity over 80-page reports

• A shift from defensive disclosures to forward-looking strategy

His approach also included mandatory ESG training for TalkTalk employees and Carbon Literacy Training—a first in the sector.

🌐 What’s Next: A Commercial Lens on Sustainability

After nearly 12 years at TalkTalk, Will is shifting his focus to consultancy, bringing a commercial mindset to ESG challenges in other industries. He sees massive untapped potential for mid-sized firms—too often overlooked in policy discussions.

“The companies that are going to move the dial are those that see sustainability not as a cost, but as a catalyst.”