Why We Need a Beehive for the Truth

Episode 117 | 28.7.2025

Why We Need a Beehive for the Truth

There’s something hauntingly familiar in Rafael Cossi’s description of the modern information landscape: fragmented, hyper-emotional, and desperately short of systemic understanding. Cossi, co-founder of Beehive News, isn’t just building a business—he’s constructing a compass for a world that no longer knows which way is north.

Listen to the full podcast episode on YouTube, Spotify, and Apple Podcasts.

When he says, “We’ve lost touch with the sense of the whole,” it’s not a lament—it’s a warning. The disease of misinformation isn’t just poisoning our political discourse or undermining innovation; it’s chipping away at the glue that binds societies together.

 

News as Theory, Not Fact

Most things in the news, says Rafael, aren’t facts. “They’re theories.” And that matters. We don’t need everyone to agree, he explains:

“Consensus is not good for progress.”

But we do need everyone to follow the same logic. That’s what Beehive provides: a transparent, objective framework to assess news articles based on consistency, context, and credibility—not ideology.

His pandemic example is revealing. When UK media declared Brazil’s Covid response a catastrophe, the headlines were technically true. But the omission of critical context—Brazil’s much larger population, regional disparities, and urban/rural divides—meant the narrative was misleading. It’s not fake news. It’s just incomplete. And that, Cossi warns, is the most dangerous kind.

 

The Slow Collapse of Trust

“Information is soft power,” Rafael reminds us. It shapes not just opinions but entire economies, voting behaviours, and social contracts. Today, he observes:

“A lot of young people in the UK don’t believe in democracy anymore.”

It’s not hard to see why. When truth becomes a battleground, the casualties are cohesion and common purpose.

Misinformation doesn’t need to be believed to be effective. It just needs to be seen. Cossi explains how emotional anchoring—what psychologists call “knowledge neglect”—can distort perception even when we know something is untrue. The damage is already done.

 

A Better Incentive: Pay for Quality

What Beehive is trying to do is simple, yet radical: create a marketplace where quality journalism is not just a moral imperative but a commercial advantage.

“When people use our app to read news,” says Cossi, “they’re 35% more likely to click on well-rated articles.”

That data doesn’t just help readers—it gives publishers a reason to care.

And some do. Beehive collaborates with media regulators and has already started nudging some major outlets towards better standards. But others? “They say, ‘You’ve correctly identified the flaws—but we only care about engagement.’”

This isn’t cynicism—it’s systems failure.

 

Beyond the Printing Press

To make sense of today’s chaotic information ecosystem, Cossi turns to history. The invention of the printing press, he notes, was followed by centuries of chaos, propaganda, and ultimately, regulation. The same must now happen with digital content.

“We review hotels, we review restaurants—why not the news?” he asks.

But his vision is not authoritarian. Beehive doesn’t decide what’s true or false. It simply makes transparent what’s missing. In doing so, it reintroduces a sense of shared informational ground—without flattening the complexity of diverse perspectives.

 

A Magic Wand for Holism

When asked what he’d change about the commercial world, Cossi doesn’t mention regulation or AI. He wants to restore a “sense of the whole”—a worldview that connects individual decisions to collective impact. The metaphor he uses comes from the Apple TV series Severance, where workers forget their real lives the moment they enter the office.

“We’ve siloed ourselves,” he says. “We’ve lost our sense of purpose.”

This is the moral heart of the conversation. Not just how we rate news. But how we relate to one another.

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Power, Property and Possibility: Anna Clare Harper on Capital, Confidence and Change

Episode 116 | 24.7.2025

Power, Property and Possibility: Anna Clare Harper on Capital, Confidence and Change

When it comes to responsible leadership, Anna Clare Harper isn’t interested in vague promises or poster slogans. She’s building structures—financial, technological and human—that hold.

Listen to the full podcast episode on YouTube, Spotify, and Apple Podcasts.

As co-founder of Green Resi, a platform unlocking institutional capital to retrofit underperforming homes, Anna’s mission is startlingly precise: “To bring ten thousand vacant and underperforming homes back into use by 2030.”

But scratch the surface, and the deeper aim becomes clear.

“Inequality of opportunity is the thing I care most about,” she says.

“For me, that’s about homes—and who gets to lead in delivering them.”

 

Why Inclusion Doesn’t Start with Capability

The prevailing narrative in tech and construction is that AI can “level the playing field” for women. But Anna’s take is refreshingly sceptical: “The real barriers aren’t capability,” she explains. “They’re structural.”

In her view, three deficits hold women back: access to influential sponsors, control over capital, and traditional markers of confidence.

“We reward a very narrow idea of leadership—typically alpha, typically male. And then wonder why women drop out of the pipeline.”

This isn’t a diversity plea. It’s a business critique. “Only 2% of real estate funds are managed by women,” she says. “That’s not just unfair—it’s inefficient. There’s clear data showing that diverse teams make better, more risk-aware decisions.”

 

The Power of Sponsorship (and the Pain of Its Absence)

Anna draws a crucial distinction between mentorship and sponsorship. Mentorship offers advice. Sponsorship opens doors. And the latter, she argues, is still vanishingly rare for women in property and finance.

“The most important predictor of career success isn’t performance. It’s having someone who advocates for you when you’re not in the room,” she says.

“And that’s often where women are missing out.”

Embedding sponsorship as a core responsibility of leadership, she argues, would shift not just who leads, but how.

“We need to reward people not just for individual performance, but for cultivating the next generation.”

 

AI Isn’t a Silver Bullet—But It Might Be a Lever

Despite her caution around tech hype, Anna sees real potential for AI to reshape housing investment. Green Resi uses software to rapidly assess upgrade costs and filter investment opportunities—tasks that would overwhelm human analysts.

“It’s about reliability,” she says.

“Institutional investors won’t back a £300,000 retrofit unless they trust the process that got them there. But aggregate that to £50 million or more, and now they’re interested.”

Still, she warns against overestimating tech’s role in inclusion. “AI won’t fix capital gaps or culture. But it can remove excuses.”

 

What It Really Takes to Lead Responsibly

Anna’s leadership isn’t loud or linear. It’s iterative, reflective—and deeply commercial. “People change when there’s pain,” she says bluntly.

“When they see competitors outperforming them, they start to care about inclusion.”

She’s clear that responsible leadership must be commercially savvy. “You need the moral case. But you really need the business case,” she insists. “That’s when things start to move.”

In a sector fixated on the new, Anna is betting on the overlooked: vacant homes, underrepresented talent, underestimated leaders. And she’s building the systems to bring them all into the fold.

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Butter on Your Feet: Claire Wallerstein and the Ethics of Climate Storytelling

Episode 115 | 20.7.2025

Butter on Your Feet: Claire Wallerstein and the Ethics of Climate Storytelling

Claire Wallerstein’s journey into climate storytelling doesn’t start with a TED talk or a pivot from consulting — it begins with butter. As a child growing up in coastal Cornwall, she recalls oil spills so frequent they left children’s feet tarred black. “You’d butter your feet to get it off,” she says. “That was just normal.”

Listen to the full podcast episode on YouTube, Spotify, and Apple Podcasts.

It’s a startling image, and a potent reminder: our baseline for environmental degradation shifts quietly, generation by generation. Today, she’s a documentary producer with Cornwall Climate Care, but it’s this early, tactile confrontation with pollution that laid the groundwork for her uncompromising approach to environmental truth-telling.

 

From Tabloid Stings to Truth-Telling

Claire’s path wasn’t linear. A former international journalist, she cut her teeth in the ethically murky waters of 1990s tabloid journalism — wiretaps, stakeouts, and all. One assignment required her, aged 25, to go undercover with a hidden mic to entrap a man allegedly dealing drugs. He wasn’t. “He was a lovely man,” she says.

“That was a huge wake-up call. I didn’t want to be part of that world.”

What followed was a redirection, not just away from journalism’s darker corners, but toward a more constructive, values-led mode of storytelling. Reporting stints in the Philippines and Venezuela exposed her to the vast chasm between natural abundance and human deprivation — insights that now inform her climate work.

 

Microplastics, Macro Awakening

Returning to Cornwall years later, it wasn’t oil but plastic that struck Claire.

“The whole beach looked like it was covered in confetti — except it was microplastics,” she recalls.

The scene catalysed her founding of Rame Peninsula Beach Care, a local clean-up group that grew into a movement. “You can’t clean a beach on your own,” she says — a phrase that could double as a metaphor for climate action.

But it was a scientist’s despair at a marine plastics conference that triggered her shift to climate filmmaking:

“He said, ‘Plastic is terrible, but the real issue is climate change — and we’re not talking about it.’”

That comment became the seed for Cornwall Climate Care, which now produces powerful documentaries on how climate change affects local communities.

 

No Voiceovers, No Preaching — Just Real People

Claire’s films are pointedly non-preachy. They’re fronted by “real people” — a farmer, a fisherman, her own hairdresser — to break down social and political polarisation.

“We interviewed a climate sceptic for our latest film. He was lovely. We agreed on far more than we didn’t,” she says.

That intentional dismantling of echo chambers is part of her ethos. In a media landscape often soaked in outrage and binary conflict, Claire’s approach is quietly radical: listening.

 

The Power and Peril of Film

The tension between storytelling and impact looms large.

“Film is powerful, but it can also greenwash,” Claire warns.

Referencing a recent Mintel article and Hollywood’s reluctance to mention climate change even in disaster films, she calls it “a cowardly, commercially driven neglect of artistic duty.”

But she’s not naïve about the industry’s carbon footprint either. Disney’s “Snow White”, she notes, had higher emissions than the latest “Fast and Furious”.

Her team uses electric vehicles and rechargeable kit — modest measures, perhaps, but ones that reflect her core belief: if you’re going to critique the system, you’d better examine your own house first.

 

The Real Risk: Not Being Fair

When asked what she’d change with a magic wand, Claire doesn’t hesitate: “Fairness.” She believes climate action fails not due to facts, but because people sense — often rightly — that the burden will fall on those least able to carry it. “People at the bottom are told to give up things, while the wealthy fly private,” she says.

“We need to tax the rich, and tax the corporations dodging responsibility.”

It’s not just a moral point. It’s a strategic one. “You can’t build a movement on resentment,” Claire suggests.

“But you can build one on fairness.”

 

A Vision Worth Watching

For Claire, the antidote to fear-based messaging is not false optimism — it’s agency. Her screenings aren’t just passive viewings; they’re catalysts for discussion, community action, and change. “Don’t just tell people it’s all terrible,” she insists.

“Give them something they can do.”

Whether or not climate cinema can “save the world” may be an open question. But in the hands of people like Claire, it can certainly make us want to.

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Climate Plans Without Action Are Just PR: Chris Wright’s Call to Start, Plan and Deliver

Episode 114 | 16.7.2025

Climate Plans Without Action Are Just PR: Chris Wright’s Call to Start, Plan and Deliver

For Chris Wright, the climate crisis isn’t short of ambition — it’s short of delivery. As he puts it, “Eighty percent of FTSE 100 firms have committed to net zero by 2050. But 95% of those haven’t shared a credible transition plan to get there.”

Listen to the full podcast episode on YouTube, Spotify, and Apple Podcasts.

That statistic — borrowed from EY — doesn’t shock him. After a decade at Tesco, where he led energy and engineering across 4,500 sites in five countries, he knows just how hard it is to turn strategy into action. But he also knows it can be done.

At Tesco, he helped them beat their 2025 science-based target ahead of time — not through grand gestures, but through a detailed, iterative plan. “Every store, every year. Forecast, act, measure, iterate,” he says.

“It’s like nudging an oil tanker. But you can nudge it.”

 

What Makes a Plan Credible

Now at Avison Young, Chris leads sustainability and decarbonisation strategy in the built environment sector — one of the heaviest emitters and slowest movers. The challenge? Many firms are stuck in “paralysis,” staring down the total cost of transformation and freezing in place.

His advice is simple, but pointed:

“Start somewhere. Don’t start with the hardest bit. Start with the wins.”

For Wright, a credible plan doesn’t mean perfect forecasting. It means creating a live blueprint that links ambition to operations and procurement. A plan that can flex — forward, back, sideways — but always points in the same direction. “It becomes the bedrock of decision-making,” he explains.

“Without it, you’re just reacting.”

 

The Engineer’s Advantage

Chris is, first and foremost, an engineer. But unlike the stereotype, he doesn’t get lost in the technical. He uses it to cut through the noise.

“Good engineering is about why we can do something, not why we can’t,” he says. That mindset has served him well — not just on site, but in boardrooms.

He’s clear that decarbonisation isn’t just an ESG issue. It’s a business planning issue.

“Investors want to know what you’re doing, when, and why. A plan shows them the opportunity.”

 

Culture Change, One Word at a Time

Despite his systems-level focus, Chris repeatedly comes back to something softer, less tangible: culture.

At Tesco, adding a single word — “planet” — to the company’s purpose statement had a bigger impact than expected.

“It gave people something to rally behind,” he reflects. “It made it real.”

That clarity of purpose now fuels his work in the real estate sector, where leadership often means aligning dozens of players with conflicting incentives. The solution? “Shared vision equals reduced cost,” he says.

“We’re not competing here. We’re all heading the same way.”

 

Is It Really Possible to Lead Responsibly?

Chris’s answer is unequivocal: yes — but not in the abstract. Responsible leadership, he insists, is not about virtue signalling or mission statements. It’s about discipline, detail, and follow-through.

“Climate action isn’t just about ethics,” he says.

“It’s about sound corporate planning.”

In a world that loves to talk about the destination, Wright is a rare voice focused on the route map — and on making sure the wheels actually turn.

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The Realist’s Rebellion: Leading Responsibly Without the ESG Illusions

Episode 113 | 13.7.2025

The Realist’s Rebellion: Leading Responsibly Without the ESG Illusions

When the world starts sounding like a conference panel — full of urgency, ambition, and a PowerPoint slide of the SDGs — Laura Willemsen reminds us what responsible leadership actually looks like in the trenches.

Listen to the full podcast episode on YouTube, Spotify, and Apple Podcasts.

As Group Director of Marketing and Sustainability at Stahl, a global leader in coatings for flexible materials, Laura isn’t trying to save the planet with slogans. She’s trying to shift one of the most complex industrial ecosystems on earth — from the inside, and with both feet on the ground.

“Unless the customer can open up a new market or sell and expand their business, there’s no way,” she explains.

“It has to match the financial models we’re used to. And that is growth. That is margin.”

In a sector where performance isn’t optional and price is still king, Laura is proving that embedding ESG doesn’t have to mean abandoning commercial sense. In fact, it may require doubling down on it.

 

From Forest Hikes to Factory Floors

Laura’s leadership isn’t rooted in management theory. It’s shaped by childhood hikes in the Dutch forests, dinosaur-themed booklets sold for WWF donations, and a pragmatic curiosity about how the world works. That early pull — to both storytelling and environmental protection — never really left her.

It’s what later drew her into marketing roles in the chemical industry, an unusual path for someone with a deep connection to nature. But it wasn’t a contradiction. “You need chemistry to make everything — the car, the phone, the infrastructure. The question isn’t whether the industry is flawed. It’s how we use its strengths for the transition we need.”

This isn’t naivety. It’s realism, sharpened by years of procurement and commercial experience. And it’s exactly this worldview — simultaneously systems-aware and market-savvy — that defines her approach at Stahl.

 

Can Brand and ESG Coexist?

Sustainability often gets siloed, shoved into compliance or PR. At Stahl, Laura’s dual role as head of both marketing and sustainability raises eyebrows. But she sees it differently.

“The brand is an expression of our strategy. And ESG is central to that strategy,” she says.

“It means I can avoid greenwashing — because I understand the business, the factory, the customer.”

This is ESG as substance, not surface. Under Laura’s watch, the sustainability message isn’t painted on — it’s pressure-tested against margin, materials, and market dynamics.

 

Transparency Is Not a Tool. It’s a Culture.

Responding to a Financial Times article on AI and supply chains, Laura is clear: data alone won’t save us.

“We have a data overload. Tooling isn’t enough. We need value chain collaboration and we need to educate the consumer.”

The bottleneck isn’t technical — it’s human. It’s our inability to align incentives, share data meaningfully, and build trust between players who, until recently, competed on opacity.

The most compelling example? The fashion industry’s Zero Discharge initiative — a rare show of consensus that allowed sustainability standards to become visible and functional. Laura wants more of that: one outcome, one standard, one clear signal to the consumer.

 

Is It Really Possible to Lead Responsibly?

It depends what we mean by “responsibly”. If we mean sacrificing growth for virtue, then no — at least not yet. But if responsibility means balancing commercial outcomes with environmental and social integrity, and doing so transparently, then yes.

“You need belief,” Laura says.

“And a few brave companies to step back and ask: where do I want to be in ten years’ time?”

It’s a leadership model that doesn’t demand sainthood — just a strategic patience, a willingness to collaborate, and a refusal to let perfection kill progress.

In a world shouting for silver bullets, Laura Willemsen is offering something rarer: a blueprint for change that’s incremental, integrated, and real.

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