Burgess COMMENTARY

Peter Burgess

Mike Townsend Founder & CEO, Earthshine Solutions Ltd Peterborough, Cambridgeshire, United KingdomManagement Consulting Current Earthshine Solutions Ltd Previous Newpoint Consulting, Opps Consulting Ltd, Mace Group Education The University of Birmingham 500+ connectionsConnectSend InMailMore options uk.linkedin.com/pub/mike-townsend/14/1b6/8b Contact Info BACKGROUND

SUMMARY

Mike Townsend is Founder and CEO of Earthshine Solutions, passionate about promoting the benefits of sustainable business, and author of The Rough Guide to Sustainable Business (forthcoming).

Michael is an engineering graduate and recovering MBA. A business transformation leader with over twenty-five years experience in a range of sectors. Michael has developed “best in class” performance for a range of organisations, including Norwich Union (Aviva) Insurance, BAA, British Airways, Mace, The Home Office and Gazeley.

Michael established Earthshine in 2006, to help organisations deliver sustainable business success, through integrating business & sustainability performance to impact on the top/bottom-line, and make the transition to a sustainable, low carbon world.

Earthshine has been working with organisations large and small across UK, Europe and North America, including Aviva, DWP, Life Technologies, LoyaltyOne, Myrtha Pools, Rough Guides, Triodos Bank, Wilson James, and others.

Earthshine established a major not-for-profit global research project in 2009 to help businesses accelerate the transition to a sustainable, low carbon world by improving awareness of best practices and the positive business case for change. Essentially this project aims to make sustainability easy for business to do, and show that it delivers financial results - a ‘no brainer’. More information on the project can be found at The Sustainable Business Lab.

Michael has written regular articles for Sustainable Business magazine and Huffington Post, 2-degrees Network and the Guardian. He also shares insights on a variety of blog sites & Twitter. Today, he is focused on making The Rough Guide to Sustainable Business one of the most influential books in its field.

Outside the business environment Michael enjoys family life, country living, reading, listening to music and pursuing his lifetime hobby of playing drums, most recently with rock band 'Take Cover!' Sus Live Earthshine 26 May 2011 Townsend SB The Event 2012 M Townsend Final 220512 M townsend greener skills final 271112 The Sustainable Business Lab - A Global Community & Resource Centre for Sustainable Business EXPERIENCE Founder & CEO Earthshine Solutions Ltd September 2006 – Present (6 years 7 months)UK, Europe and North America Earthshine is a 'think-do' organisation established in 2006. We exist to help companies enhance their sustainability performance in a practical way that delivers business benefits, as well as supporting the transition to a sustainable, low carbon world. We work with a wide range of businesses, large and small, in all sectors in the UK, Europe and North America. Our approach is all about making things happen, not just looking good or ticking boxes. We want to support our customers make a real difference and deliver the business case (typically ROI of 200%+). (Open)1 recommendation Katie Fitchett The Global Community for Sustainable Business Thank you for your continued contributions to the 2degrees site, some great content in the past and we hope to see more in the near future!View CEO Newpoint Consulting September 2004 – September 2006 (2 years 1 month) Directed company’s rapid growth to establish a fee turnover of £1.5million within 12 months. Key customer relationships developed including Thames Water (14% savings), Barclays Bank (additional 5% savings), Home Office (10% savings), BP (22% savings), EDS (5% savings, McNicholas plc (7% savings) and Aviva (23% savings). Managing Director Opps Consulting Ltd February 2001 – September 2004 (3 years 8 months) Established Opps Consulting to deliver process re-engineering and supply chain solutions. Grew the company to deliver fee turnover of £0.75million and established strong customer base with Norwich Union (17% savings on £180m spend), Barclays Bank (10% savings), Thames Water (24% savings), Gazeley (UK and European process), University of Salford (production of MSc modules), Mace Ltd (10% savings) and BAA T5 Design Management Process. Development Manager Mace Group 1997 – 2001 (4 years) Recruited by Mace founder and MD Ian Macpherson. Responsible for delivering internal business and external project focused improvements. A range of services delivered: programme management; new business development; production integration; lean process; supply chain management; and performance measurement. Key assignments: BAA – lean project delivery process (£500m spend) BAA – production integration Gatwick Pier 6 (£80m) British Airways – new business development (£15m/year) British Airways – supply chain for new flat bed seat (£100m) Norwich Union – Project process & supply chain (£5m) Bass Leisure Group – supply chain risks (£450m programme) Westminster City Council – bridge design risk (£20m) Senior Procurement Manager Environment Agency January 1997 – November 1997 (11 months) Integration of best practices into public sector engineering procurement. Learnt much about the challenges of integrating new approaches into large and public sector organisations. Research Fellow University of Birmingham/BAA plc March 1995 – January 1997 (1 year 11 months) Research project into worldwide best practice in construction procurement. Co-authored Strategic Procurement in Construction (Thomas Telford, 1998): http://www.amazon.co.uk/Strategic-Procurement-Construction-Andrew-Cox/dp/0727725998/ref=sr_1_6?s=books&ie=UTF8&qid=1329218325&sr=1-6 Principal Engineer Wychavon DC/Severn Trent Water 1990 – March 1995 (5 years) Civil engineering design and project management for municipal and urban drainage schemes. Enjoyed making a real difference and working with a great team. Senior Civil Engineering Technician Wychavon DC/Severn Trent Water 1988 – 1990 (2 years) Leading on design and management for a range of projects and service contracts. Civil Engineering Technician Wychavon DC/Severn Trent Water 1985 – 1988 (3 years) Supporting and 'learning the ropes' in civil engineering design and contract management.

PUBLICATIONS

Mind the gap between corporate behaviour and sustainability(Link) The Guardian August 14, 2012 What factors lie behind the misalignment of company behaviour and its sustainability goals?

Green skills: time for joined-up thinking(Link) Sustainable Business Magazine May 2012 In the fifth and final part of SB’s ‘As If people Matter’ series, Michael Townsend looks at the skills challenge – and how we might close the gap as we move towards a sustainable and low-carbon economy

Pity the poor investor?(Link) Sustainable Business Magazine April 2012 In the fourth part of our ‘As If People Matter’ series, Michael Townsend takes the investor’s perspective, as they too try and make sense of a changing world...

Rising to the challenge(Link) Sustainable Business Magazine March 2012 In the third piece in our five-part series ‘As If People Matter’, Michael Townsend discusses the qualities that business leaders must show to shine in a changing world.

Connect, encourage(Link) Sustainable Business Magazine January 2012 In the second of our five-part series ‘As If People Matter’, Michael Townsend explains how engaging people is vital in making a successful and lasting transition towards sustainable business and delivering tangible business benefits.

For the people(Link) Sustainable Business Magazine December 2011 In this, the first of a five-part series, ‘As If People Matter’, covering all perspectives of a people-centred approach to sustainability in business, Michael Townsend explains how the strategy links to superior business – and economic – performance.

Surviving creative destruction(Link) Sustainable Business Magazine October 2011 The world is going through a major economic transition in which capitalism must evolve. Michael Townsend considers the ‘strategic icebergs’ on the horizon – and how businesses should respond.

How to deliver: a dozen principles for sustainable business(Link) Sustainable Business Magazine August 2011 That companies need to become more sustainable is no longer the debate, but there is a need to understand (in easy terms) what companies could be doing and how this action will deliver sustainable business success, as well as helping to save the planet...

Capitalism 2.0: Are we edging towards a sustainable economy?(Link) 2-degrees Network September 26, 2012 Part 1 - Out With the Old: Businesses cannot become truly sustainable unless the system within which they operate is itself sustainable, and also supportive of the behaviours that enable sustainable business practice. In this two-part feature, we investigate the limitations inherent within the current framework for capitalism, and explore what might be needed to promote a genuinely sustainable economy, the risks and opportunities for business, and how business leaders may contribute. This first part considers the limitations of the old way, and the call for a new operating system.less

Enlightened business strategy: closing the sustainability gap(Link) The Guardian September 27, 2012 Too many businesses are sleepwalking towards extinction, without truly appreciating just how short their lives will be. Conventional business models and strategies, largely founded in the last century, offer limited value in the challenging world of today. The companies that prosper in future will be the ones that take action on sustainability now, says Michael Townsend

Capitalism 2.0: What might the business landscape look like in the future?(Link) 2-degrees Network October 19, 2012 Part 2: In the Nursery of the New. Last time out we considered the limitations inherent within the current framework for capitalism, and the call for a vastly upgraded operating system. In this second part, we explore what the future might hold, and what the business landscape could look like. In Part 3, coming next week, we will ask what the impacts, opportunities, and risks for businesses might be.less

Capitalism 2.0: What are the impacts, risks and opportunities? (Part 3)(Link) 2-degrees Network October 25, 2012 Part 3: Good for Business? In Part 2 we explored what the future might hold, and how the business landscape might change. In this third instalment, we ask what are the impacts, opportunities, and risks for businesses? In Part 4 we will look at how an economic transformation might come about, along with the challenges involved, and how business leaders can help shape the future.

An economic transformation requires new forms of leadership(Link) 2-degrees Network November 12, 2012 Capitalism 2.0: Part 4: 'Metamorphosis' In the previous instalment in this series, we asked what the impacts, opportunities, and risks for business could be. Here, we look at how an economic transformation might come about, along with the risks and challenges involved, and how business leaders can help shape the future.

Capitalism 2.0: Is There a Better Way?(Link) Huffington Post December 4, 2012 With the collapse of communism and the disintegration of the old Soviet Union, just over twenty years ago, global capitalism had apparently triumphed. The clash of ideologies appeared to be over, as Fukuyama declared, somewhat controversially, this meant 'the end of history'. Since then, western-style capitalism has, more or less, been the only-show-in-town; the best - or least worst - means of meeting our collective needs, for allocating scarce resources and distributing wealth. And yet, its excesses are also blamed for their contribution to the global financial meltdown. But is there a better way?less

Think about it. What is the shelf life of your business?(Link) 2-degrees Network January 14, 2013 In my last series for 2degrees, I looked at how capitalism itself might evolve, in order to create a framework within which sustainable business can become a practical reality. In this new five-part series, I drop down a level, to explore the development of genuinely sustainable business strategies – from the compelling need, through an integrated board agenda, new business and ownership models, frameworks for change, to re-booting the business mindset. In this first part, we see business strategy at the crossroads, and how the sustainability strategy and the business strategy should be one and the same – totally integrated.less

My top 15 hopes for 2013 – and beyond

Connect, encourage(Link) Sustainable Business Magazine January 2012 In the second of our five-part series ‘As If People Matter’, Michael Townsend explains how engaging people is vital in making a successful and lasting transition towards sustainable business and delivering tangible business benefits.

For the people(Link) Sustainable Business Magazine December 2011 In this, the first of a five-part series, ‘As If People Matter’, covering all perspectives of a people-centred approach to sustainability in business, Michael Townsend explains how the strategy links to superior business – and economic – performance.

Surviving creative destruction(Link) Sustainable Business Magazine October 2011 The world is going through a major economic transition in which capitalism must evolve. Michael Townsend considers the ‘strategic icebergs’ on the horizon – and how businesses should respond.

How to deliver: a dozen principles for sustainable business(Link) Sustainable Business Magazine August 2011 That companies need to become more sustainable is no longer the debate, but there is a need to understand (in easy terms) what companies could be doing and how this action will deliver sustainable business success, as well as helping to save the planet...

Capitalism 2.0: Are we edging towards a sustainable economy?(Link) 2-degrees Network September 26, 2012 Part 1 - Out With the Old: Businesses cannot become truly sustainable unless the system within which they operate is itself sustainable, and also supportive of the behaviours that enable sustainable business practice. In this two-part feature, we investigate the limitations inherent within the current framework for capitalism, and explore what might be needed to promote a genuinely sustainable...more

Enlightened business strategy: closing the sustainability gap(Link) The Guardian September 27, 2012 Too many businesses are sleepwalking towards extinction, without truly appreciating just how short their lives will be. Conventional business models and strategies, largely founded in the last century, offer limited value in the challenging world of today. The companies that prosper in future will be the ones that take action on sustainability now, says Michael Townsend

Capitalism 2.0: What might the business landscape look like in the future?(Link) 2-degrees Network October 19, 2012 Part 2: In the Nursery of the New. Last time out we considered the limitations inherent within the current framework for capitalism, and the call for a vastly upgraded operating system. In this second part, we explore what the future might hold, and what the business landscape could look like. In Part 3, coming next week, we will ask what the impacts, opportunities, and risks for businesses...more

Capitalism 2.0: What are the impacts, risks and opportunities? (Part 3)(Link) 2-degrees Network October 25, 2012 Part 3: Good for Business? In Part 2 we explored what the future might hold, and how the business landscape might change. In this third instalment, we ask what are the impacts, opportunities, and risks for businesses? In Part 4 we will look at how an economic transformation might come about, along with the challenges involved, and how business leaders can help shape the future.

An economic transformation requires new forms of leadership(Link) 2-degrees Network November 12, 2012 Capitalism 2.0: Part 4: 'Metamorphosis' In the previous instalment in this series, we asked what the impacts, opportunities, and risks for business could be. Here, we look at how an economic transformation might come about, along with the risks and challenges involved, and how business leaders can help shape the future.

Capitalism 2.0: Is There a Better Way?(Link) Huffington Post December 4, 2012 With the collapse of communism and the disintegration of the old Soviet Union, just over twenty years ago, global capitalism had apparently triumphed. The clash of ideologies appeared to be over, as Fukuyama declared, somewhat controversially, this meant 'the end of history'. Since then, western-style capitalism has, more or less, been the only-show-in-town; the best - or least worst - means of...more

Think about it. What is the shelf life of your business?(Link) 2-degrees Network January 14, 2013 In my last series for 2degrees, I looked at how capitalism itself might evolve, in order to create a framework within which sustainable business can become a practical reality. In this new five-part series, I drop down a level, to explore the development of genuinely sustainable business strategies – from the compelling need, through an integrated board agenda, new business and ownership models...more

My top 15 hopes for 2013 – and beyond(Link) 2-degrees Network January 18, 2013 Alvin Toffler published Future Shock in 1970, at a time of great social and economic upheaval. Toffler sought to help people make sense of what was going on around them, when many felt overwhelmed, and to help society avoid the risk of what he called 'massive adaptational breakdown'. His call resonates strongly today – even if the contributory factors are somewhat different – as we move towards...more

The 12 pillars of success: How will you transform your business?(Link) 2-degrees Network February 12, 2013 Most approaches to business strategy have become tactical in the extreme, during recent years. A race to the bottom, as each company strives for relentless growth, competes for market share – increasingly reliant on hollow brand promises – and increasingly elusive operational efficiencies in delivery. In a crowded world of highly-contested and bland markets, we seem to be working harder and...more

How adaptable is your business to change?(Link) 2-degrees Network March 14, 2013 Sustainable Business Strategy Series, Part 3: Better by Re-design - how will our organisations need to adapt to deliver genuine sustainable business success? Mike Townsend examines the business-operating formats and ownership models that will enable sustainable success.

Think about it. What is the shelf life of your business?(Link) 2-degrees Network January 14, 2013 In my last series for 2degrees, I looked at how capitalism itself might evolve, in order to create a framework within which sustainable business can become a practical reality. In this new five-part series, I drop down a level, to explore the development of genuinely sustainable business strategies – from the compelling need, through an integrated board agenda, new business and ownership models, frameworks for change, to re-booting the business mindset. In this first part, we see business strategy at the crossroads, and how the sustainability strategy and the business strategy should be one and the same – totally integrated.less

My top 15 hopes for 2013 – and beyond(Link) 2-degrees Network January 18, 2013 Alvin Toffler published Future Shock in 1970, at a time of great social and economic upheaval. Toffler sought to help people make sense of what was going on around them, when many felt overwhelmed, and to help society avoid the risk of what he called 'massive adaptational breakdown'. His call resonates strongly today – even if the contributory factors are somewhat different – as we move towards our own perfect storm, at the intersection of climate change, a looming energy crisis, increasing resource scarcity, and economic re-structuring.less

The 12 pillars of success: How will you transform your business?(Link) 2-degrees Network February 12, 2013 Most approaches to business strategy have become tactical in the extreme, during recent years. A race to the bottom, as each company strives for relentless growth, competes for market share – increasingly reliant on hollow brand promises – and increasingly elusive operational efficiencies in delivery. In a crowded world of highly-contested and bland markets, we seem to be working harder and harder for diminishing returns. At best, this looks like a very tired approach. At worst, a flawed paradigm given the increasingly visceral challenges we now face at the intersection of climate change, rising energy prices, increasing resource scarcity, and economic/debt restructuring. How can we adapt our traditional approaches – and rediscover our strategic selves?less

How adaptable is your business to change?(Link) 2-degrees Network March 14, 2013 Sustainable Business Strategy Series, Part 3: Better by Re-design - how will our organisations need to adapt to deliver genuine sustainable business success? Mike Townsend examines the business-operating formats and ownership models that will enable sustainable success LANGUAGES

French English

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The University of Birmingham MBA, MBA Strategic Procurement Management 1995 – 1997

The University of Wolverhampton BSc (Hons), Civil Engineering Management 1990 – 1994

Gloucestershire College of Art & Technology HNC, Civil Engineering 1988 – 1990

Worcester TEC ONC, Civil Engineering 1986 – 1988

ORGANIZATIONS

MCIPS, FRSA, ACIOB