​Scene and Context

The UK presents itself as a climate leader. Territorial emissions are falling. Targets are being met. Progress appears measurable and controlled.

Sarah does not dispute the reductions. What she questions is what those numbers omit.

Current UK climate targets focus on emissions produced within national borders. They do not account for emissions embedded in imported goods. As manufacturing moves overseas, emissions fall at home while consumption remains constant.

“It’s not just an impact to our emissions,” Sarah says. “It’s an impact to our jobs.”

Behind the national figures sit factory closures, shrinking workforces, and growing reliance on imports produced under weaker environmental standards.

Formation and Origins

Sarah trained as an architect at the Architectural Association in London. She grew up in a farming family, where land, work, and income were tightly connected.

At thirteen, she lost her father to suicide after a farming contract collapsed.

“That understanding that life is fragile,” she says, “also that the work we do really should matter.”

In her early twenties, Sarah and her husband left London for the Sierra Nevada mountains in Spain. They lived off grid, homeschooled their children, and worked with natural materials including clay and lime.

“It was unconventional,” she says. “But it taught me resilience, creativity and the importance of thinking outside of the box.”

The experience reshaped how she understood systems, limits, and responsibility.

A Turning Point

Returning to the UK, Sarah moved into roles that connected architecture, manufacturing, and industry advocacy. She worked at the Brick Development Association, representing clay manufacturers across the UK and Ireland, before joining Michelmersh Brick Holdings.

Today, Sarah is Group Innovation and Sustainability Director, with responsibility extending across innovation, sustainability, marketing, technical strategy, product development, and procurement.

“I’m very busy,” she says.

Michelmersh is the fourth largest brickmaker in the UK, producing clay bricks, pavers, architectural terracotta, and prefabricated masonry products. Its work appears on Battersea Power Station, the British Library, the V&A, and Harrods.

But size does not protect an industry from structural pressure.

The Work Being Done Now

Since 2016, Michelmersh has reduced its emissions intensity by just over ten percent per tonne of product. Across the UK ceramics sector, absolute scope 1 and 2 emissions have fallen by more than fifty percent since the early 2000s.

Sarah is precise about what that reduction represents.

“Twenty-four percent reduction is the intensity reduction per tonne of product,” she says. “The remainder is totally attributable to closures of factories.”

Decarbonisation has occurred. But so has de-industrialisation.

The sector now employs around 17,500 people. Around forty percent of manufacturing sites have closed since the turn of the century. Imports from non-EU countries continue to rise.

During the energy crisis following the war in Ukraine, some manufacturers experienced energy price increases of “seven to eight hundred percent”.

“That is just going to break most businesses,” Sarah says.

The Tension Inside Climate Policy

Sarah’s concern is not climate ambition. It is how progress is measured.

The UK reports territorial emissions under the Paris Agreement. Consumption-based emissions remain largely invisible in public reporting.

“We are effectively offshoring manufacturing products to other countries,” she says. “But we’re still consuming those products.”

The result, in her view, is misleading.

“We’re kind of greenwashing all of the people of the UK into believing that we’ve reduced our emissions,” Sarah says. “Which is not the case.”

The effects reach beyond carbon.

“We’re losing skills in this country,” she says. “And we’re also beholden to other countries.”

Closing Reflection

Sarah does not argue for retreat. She argues for clarity and pace.

“We are decarbonising all of these industries,” she says. “But we’re not doing it at a pace that can keep these industries alive.”

Her focus remains practical. Reduce energy use first. Improve data. Optimise processes. Build circularity incrementally.

Asked what she would change if she could alter one thing, her answer is not technical.

“I would change the culture of greed,” Sarah says.

It is not framed as ideology. It is an observation formed inside factories, supply chains, and balance sheets.

​Scene and Context

Urban sprawl rarely announces itself as a failure. It arrives as a solution. Land is cheaper on the edges. Construction is simpler. Political risk appears lower. New suburbs promise affordability and space, even as they quietly lock in car dependence, long commutes, and costly infrastructure that must be maintained for decades.

What remains largely absent from these decisions is a full accounting of consequence. Pollution. Health outcomes. Social isolation. The erosion of community life. These costs sit beyond election cycles and balance sheets, yet they define how cities perform over time.

For more than forty years, Alec Tzannes has argued that the choice between sprawl and density is not only technical or economic. It is cultural. Cities spread, he suggests, when people no longer believe that dense urban life can be desirable, humane, or beautiful.

Formation: Seeing Systems, Not Objects

Alec’s thinking took shape early. As a student in the 1970s, he encountered the Club of Rome’s forecasts on planetary limits and found them unsettling. At the same time, architecture offered a way to combine his interests in engineering and art. Yet he quickly became uneasy with what he saw as the direction of the profession.

By the mid-1970s, modern architecture, once a social project, had hardened into style and commodity. “It had become self-referential,” he recalled, detached from the environmental and social systems it affected. He began looking elsewhere for intellectual grounding.

Landscape architect Ian McHarg’s Design with Nature and urbanist Ed Bacon’s work on cities mattered more to him than iconic buildings. So did thinkers like Buckminster Fuller. He became sceptical of what he called “anthropocentric thinking” and increasingly interested in systems that placed the planet, not the individual object, at the centre.

“I became interested in dealing with the planet as a subject,” he said, “not dealing with the person as the subject.”

A Practice Built on Endurance

In 1982, a competition win altered his plans to work overseas. He stayed in Sydney and founded what would become Tzannes Associates. The practice emerged from architecture but refused to stay within its limits.

Alec prefers the term “designers.” The studio works across buildings, urban design, public spaces, monuments, and furniture. It also designs frameworks that are never built. The aim is coherence across scales, and durability across time.

Today, the practice is heavily engaged in high-density housing, including affordable rental and social housing, alongside commercial and civic work. Longevity is central. Buildings are designed to last physically, but also emotionally. A structure that people value is less likely to be demolished. Its environmental cost is amortised across generations rather than repeated.

“We try to create enduring places and enduring artefacts,” Alec said, “that will last a very long time to ameliorate their costs to the environment.”

Beauty as a Sustainability Principle

One of Alec’s most consistent arguments is also one of the least quantified. Sustainability begins with attachment. If people love where they live, they protect it. If they feel nothing, replacement becomes easy.

“The first principle of sustainability,” he said, “is make it beautiful.”

This is not aesthetic indulgence. It is practical. Buildings that are admired are maintained. Neighbourhoods that people identify with resist erasure. Beauty, in this sense, becomes infrastructure. It supports continuity, memory, and care.

“It’s not in the science textbook,” he added, “but it’s in the beauty textbook.”

This idea reframes density. Poorly designed density produces resentment and flight. Thoughtful density, with light, ventilation, access to nature, and public life, produces loyalty. Without that loyalty, policy and planning struggle to hold.

Where Density Works

Examples exist, including in Sydney. Over roughly two decades, former industrial land near a major rail hub was redeveloped into a dense neighbourhood comparable in density to parts of Manhattan. It includes parks, schools, shopping, and strong public transport. Despite early scepticism, it has become highly desirable.

The lesson is not novelty, but execution. Density works when daily life works. When people can walk to parks, cross streets comfortably, access schools, and live without constant car use, resistance fades.

Older cities demonstrate the same principle. Paris, Rome, London, and parts of New York show that density can coexist with identity and civic life. These places are not free of inequality or displacement, but they demonstrate what sustained investment and design coherence can produce.

Why Sprawl Persists

If density can work, why does sprawl continue? Alec points to cost, governance, and culture. It is cheaper in the short term to build outward than to repair and densify existing urban fabric. Political cycles reward visible delivery, not long-term stewardship. Meanwhile, the detached house remains a symbol of success.

There is also failure in precedent. Too many dense developments of the past were hostile places. They taught generations to associate density with discomfort and neglect. Reversing that memory requires visible success, not theory.

“We have enormous amounts of urban land that are underperforming,” Alec said. “Why do we need to go out when we’ve got so much we can do with what we’ve got?”

Containment as Responsibility

Given a hypothetical “magic wand,” Alec’s answer is blunt. Stop expanding. Contain cities within their existing footprints. Improve what already exists. Make it livable, beautiful, and productive. Do not consume more land simply because it is easier.

The challenge is not technical. It is political and cultural. People must believe that dense urban life can offer safety, pleasure, and opportunity. Only then does governance follow.

“Stop the spread,” he said. “Contain the footprint.”

Closing Reflection

Urban sprawl persists because it feels affordable, familiar, and politically safe. Its real costs arrive later, dispersed across infrastructure budgets, health systems, and ecosystems. Density, by contrast, demands care. It demands design quality, patience, and trust.

The choice cities face is not between growth and restraint. It is between expansion without responsibility and improvement with intention. The latter is slower, but it is the only path that preserves land, community, and future choice.

Scene and Context

Businesses in many sectors are finding that traditional sustainability is no longer enough. Insurance firms are pulling out of high risk regions. Food supplies are exposed to soil decline. Heat and flooding are disrupting infrastructure. These patterns frame Hannah Pathak’s article Beyond Sustainability: Businesses Embrace Regenerative Systems Thinking.

Hannah sets out a clear shift. Sustainability often meant doing less harm. Regeneration means strengthening the systems that companies rely on. She links this to Doughnut Economics and highlights examples in farming, construction and energy that show how restored systems create more stable value.

On the podcast, Zoe put it plainly.

Regeneration requires seeing how “health systems, economic, energy, food, social and planetary systems” are connected.

Formation and Early Influences

Zoe traces her worldview back to an experience at eleven, when she lost her father.

He had been “a serial entrepreneur” who once drew the praise of Bill Gates as “the most dynamic man he’d ever met.”

There was a cost behind that drive and his early death shaped her sense of limits and purpose.

A health scare later in life led her to pause her career and travel Europe in a campervan. She described learning “how to be more in tune with my body” and understanding that energy is finite.

These experiences influence how she works. They give her a sharp awareness of the tension between ambition and wellbeing, something she now sees across the sustainability field.

Turning Point

Zoe spent nearly eight years at Mott MacDonald in climate, ESG and strategy roles. Her LinkedIn profile shows work on net zero coalitions, ESG strategy and digital change before moving into climate risk and industry collaboration.

Her major turning point was contributing to the leadership of the second iteration of the Physical Climate Risk Appraisal Methodology (PCRAM), an industry first methodology, translating physical risk into a compelling case for investing in resilience.

Zoe was proud to have been involved in industry leading collaborations.

She said launching PCRAM at London Climate Action Week “gave me the confidence to start my independent practice.”

It showed her the power of shared methods and the value of collaboration across investors, engineers and policymakers.

The Work She Is Doing Now

Zoe now runs her own climate and sustainability advisory practice and is co founder of Overstory Earth, which helps city residents reconnect with nature.

Her focus is regenerative strategy. She stresses that regeneration does not rely on waiting for new technologies, but re-balance existing systems and practices.

“We have all of the tools already today.”

Hannah’s article supports this view with concrete examples. Regenerative agriculture restores soil health and improves yields. Energy companies shifting from fossil fuels to renewables are strengthening long term resilience. Construction firms using nature based materials are improving water retention and air quality.

Zoe gave a direct example from farming. Years of monocropping and tilling have caused “mass desertification” in parts of the United States.

When yields fell and the impact hit “the livelihoods” of farmers, many turned to regenerative practices.

The result was healthier soil and more reliable output.

The Tension

The largest challenge is time. Most organisations still operate on short cycles. Quarterly targets, investor expectations and internal promotion systems all pull leaders toward near term decisions.

Zoe captured the tension clearly. Businesses that want to exist “in fifty or a hundred years time” need to think on that scale.

Hannah’s article points to the same pressure. Regeneration depends on soil health, supply chain strength, stable communities and long term assets. These conditions do not fit neatly inside current reporting models.

A further tension sits inside the work culture itself. Zoe said that stepping into independent practice revealed a generous community of founders and freelancers.

“People are so generous with their time,” she said.

This collective mindset aligns more closely with regenerative thinking than the competitive structures found in many large organisations.

Closing Reflection

Asked what she would change about the commercial world, Zoe said she would give decision makers “goggles to really see into the future.”

The image is simple but sharp. Regeneration depends on choices made before systems fail. It requires clear sight of consequences and a willingness to act early.

Pathak’s article argues that regeneration is already within reach. Zoe’s experience shows what it looks like in practice. The question now is whether organisations can adjust their time horizons fast enough to match the pace of change around them.