In the realm of corporate sustainability, there’s an emerging philosophy that challenges traditional leadership: the notion that a truly great Chief Sustainability Officer (CSO) should work to make themselves obsolete. This idea, put forward by Dax Lovegrove, a seasoned leader in sustainability who has held high-profile positions at WWF, Versace, Jimmy Choo, Swarovski, and Kingfisher, reflects a deeper understanding of how sustainability should be integrated into every aspect of business.

With over 20 years of experience, Dax’s career has spanned diverse sectors, from fashion to home improvement, and his insights into sustainability have influenced some of the world’s leading brands. Currently heading his consultancy, Planet Positive, Dax continues to advise companies on embedding sustainability into their core strategies, moving beyond compliance to create lasting environmental and social impact.

In a recent podcast conversation, Dax delved into the evolving role of sustainability leaders, highlighting how they can drive meaningful change within organisations, and why the end goal of their work should be to step aside, having ensured that sustainability is ingrained into the organisation’s DNA.

From WWF to Luxury Brands

Dax’s career began with the World Wide Fund for Nature (WWF), where he spent a decade advising companies on corporate sustainability. His work at WWF allowed him to build strong foundations in understanding the intricate links between business practices and environmental impact. Reflecting on his time there, Dax noted that WWF’s ability to advise companies on improving their sustainability plans was driven by a collective intelligence of specialists, ranging from climate experts to foresters and marine biologists. He described this network as a “collective brain,” a unique asset that allowed WWF to offer comprehensive guidance to businesses.

“We had this incredible base of people, experts to go and advise business…we had this collective intelligence of different specialists that is quite unique,” Dax said, describing the powerhouse of knowledge that helped shape sustainability strategies for companies like Marks & Spencer during the development of their renowned Plan A initiative.

This foundation at WWF set the stage for Dax’s subsequent roles at some of the world’s most recognised brands, including Swarovski, Jimmy Choo, and Versace. His work in the luxury fashion sector posed a different set of challenges, particularly in aligning sustainability with the glamour and exclusivity that these brands represent. However, Dax was able to help these companies take steps towards sustainability through initiatives that promoted more responsible sourcing and ethical treatment within their supply chains.

At Swarovski, for example, Dax led a ‘conscious design programme,’ which aimed to embed sustainability and circularity into the design process.

“We were promoting the idea that you can have sustainable fashion, even though it sounds ludicrous. It can go in that direction when you get things right,”

he said, reflecting on how the luxury industry can evolve to be more environmentally responsible.

Leadership in Sustainability: Innovation Over Compliance

One of the key themes Dax returned to in the conversation was the tension between compliance and innovation in corporate sustainability. While regulations are necessary to push businesses towards more responsible practices, Dax cautioned that companies risk becoming too focused on ticking boxes rather than genuinely innovating for a sustainable future.

“The bad news is, we’ve slightly sunk back into compliance,”

Dax said, referring to the growing focus on meeting regulatory requirements. “There’s various regulations coming up on reporting and due diligence, which is good news because it’s shoving everyone forward, but it ties everyone up…You’re not leading or innovating as much.”

Dax argues that true leadership in sustainability comes from a vision that goes beyond compliance. He cited Sir Ian Cheshire, the former CEO of Kingfisher, as an example of a leader who embraced this approach. Under Cheshire’s leadership, Kingfisher pursued a bold “forest-positive” vision, aiming to replenish more timber than they used—a significant ambition for a home improvement company where timber is a key material.

This kind of leadership, Dax explained, is about embedding sustainability into the very fabric of a company, rather than treating it as an external initiative. “You can’t just pay for it as a company yourself, or you’ll go bust. You’ve got to shift the whole business model,” Dax noted, highlighting the importance of aligning sustainability with business operations and long-term strategy.

The Circular Economy

Dax’s work at Kingfisher and WWF highlighted the potential of the circular economy as a transformative force in business. One of the most compelling examples of this is Ikea’s second-hand marketplace, a project that Dax praised as a pioneering move in the retail industry.

“Ikea realised that second-hand Ikea furniture was already being sold online, so they decided to own that space,”

Dax explained. By creating their own platform for buying and selling used furniture, Ikea has taken control of a market that was already thriving. More importantly, they’ve aligned this initiative with their broader sustainability goals, turning circularity into a core part of their business model.

This is a perfect example of how companies can innovate within sustainability, using it not only as a tool for environmental good but also as a competitive advantage. “What the chief executive said is, ‘We’re not just doing a second-hand platform for the sake of it to look good—we want to be the go-to destination for home furnishings,’” Dax said, demonstrating how sustainability can be integral to a company’s growth strategy.

Dax also mentioned Currys, the electronics retailer, as another business that has successfully integrated circularity into its operations. “Currys has got one of the largest repair centres in Europe. It makes more profit on a refurbished mobile phone than it does on a new phone,” he shared, illustrating how the circular economy can be both environmentally beneficial and financially lucrative.

Making Yourself Obsolete

Perhaps the most thought-provoking insight from Dax’s conversation is the idea that a truly effective CSO should aim to work themselves out of a job. This doesn’t mean abandoning the role of sustainability within a company but rather ensuring that sustainability becomes so deeply embedded in the organisation that it no longer requires a dedicated leader to oversee it.

“A good Chief Sustainability Officer tries to do themselves out of a job,”

Dax said. The goal, he explained, is to build a culture where every department—from finance to procurement—understands and integrates sustainability into their day-to-day operations. When sustainability becomes part of the organisational fabric, the need for a standalone role diminishes, and the company can continue its sustainability journey without reliance on one individual.

This philosophy reflects a shift in how businesses approach sustainability. It’s not just about having a leader who champions the cause but about creating a business model and culture where sustainability is woven into every decision, from product development to supply chain management.

The Future of Corporate Sustainability

As companies face increasing pressure from both regulators and consumers to be more sustainable, the challenge will be to maintain a balance between compliance and innovation. Dax’s experience highlights that while regulations are important, they should not stifle creativity and forward-thinking leadership.

“We need to stay ambitious, because ambition and leadership will pay back,”

Dax said. For businesses to thrive in the long term, they must not only meet regulatory requirements but also innovate in ways that align sustainability with their core business strategies.

For companies looking to make sustainability a true competitive advantage, the lesson is clear: visionary leadership, a commitment to innovation, and a willingness to rethink business models are key. As Dax Lovegrove’s career demonstrates, the ultimate goal for sustainability leaders is not just to lead the charge but to build organisations where sustainability becomes second nature—where they can step aside, knowing the future is in good hands.