Circularity 2025: Reflections and Insights
A reflection on the groundbreaking insights and innovations from this year’s premier circular economy conference
The Circularity 2025 conference brought together visionaries, practitioners, and innovators at the forefront of the circular economy movement. Across two days of discussion, keynotes, and case studies, a clear message emerged: circularity is no longer a concept for the future. It is being implemented now, and the challenge is how to build the systems that will support and scale it. Here are the insights that defined this year’s event.
Making Reuse the New Default
The transition to reuse isn’t emerging—it’s accelerating. Across the board, speakers emphasized that this is no longer a conversation about pilot programs. Reuse is being integrated into core operations by major brands, municipalities, and coalitions. The question now is how to grow these systems with lasting impact.
Scaling reuse requires a systems-level approach. Business models must evolve in tandem with policy, infrastructure, and community engagement. Companies are showing that reuse can be practical, profitable, and environmentally superior, but only when treated as a strategic priority, not a marketing experiment.
Throughout the conference, there was a strong push to move beyond the “pilot phase” mindset. One speaker described the term “pilot” as an obstacle, a word that signals uncertainty even when the data shows reuse models working at scale. Whether in retail, food service, or delivery logistics, reuse initiatives are moving from testing to standard practice.
Consumer participation is central to this shift. Several discussions pointed to the need to close the “imagination gap”, the outdated belief that reuse is inconvenient or unviable. Cultural storytelling, including the influence of public figures, can play a critical role in challenging these assumptions and normalizing new behaviors.
Policy support is becoming more sophisticated. State-level programs like Minnesota’s Extended Producer Responsibility (EPR) are creating funding streams for both physical infrastructure—such as washing hubs—and organizational tools like change management and training.
Standardization was another major theme. When companies align on reusable packaging types, systems become far more efficient. Shared design standards enable pooled logistics, lowering costs and boosting returns.
True cost accounting added a layer of urgency. The environmental price of single-use systems often remains hidden. Producing just one pound of plastic can consume up to 25 pounds of water. By contrast, reusable packaging systems that require only a few ounces of water per wash offer not just an ecological edge, but a long-term cost benefit.
The bottom line: the systems we rely on today were invented, funded, and built. Circularity requires the same commitment and investment, starting now!
Reuse Across Sectors: Practical Challenges and Emerging Solutions
While the benefits of reuse are becoming more widely accepted, implementation varies widely by industry. Logistics and shipping, in particular, face serious friction.
For secondary packaging, high recovery rates—above 90 percent—are essential to make reuse viable. Yet this is difficult in open, distributed networks where carriers have limited control. Major players like DHL and FedEx are cautious to adapt, citing operational complexity.
Automation is another barrier. Most logistics systems are optimized for disposability. Retrofitting these processes for reuse requires substantial investment, both financially and technically.
However, regulation is beginning to shift the landscape. In the European Union, the Packaging and Packaging Waste Regulation (PPWR) is pushing reuse forward, mandating significant targets and validating consumer demand. But as several speakers noted, compliance does not guarantee success. It must be backed by thoughtful design and meaningful goals.
Central to this conversation is the behavioral gap. Even the most efficient systems fail if users—whether individuals or businesses—don’t adapt their habits. Successful reuse models must consider this human factor, building trust and ease into every step of the system.
Keynote Reflections: Rethinking Our Place in the System
The keynote sessions elevated the discussion from mechanics to mindset. They encouraged attendees to think about circularity not just as a shift in policy or product design, but as a deeper transformation in how we relate to the world.
Jon Smieja introduced the concept of Umwelt, a framework that reminds us that all species experience their environments differently. He positioned our current moment as one of vision and transition, a point where we could unlock a new era of creativity and systems thinking.
Lyla June’s perspective was grounded in Indigenous knowledge. She challenged the idea that humans are inherently destructive, pointing instead to ancestral systems in places like ancient Mexico City and the Amazon, where human activity was designed to enhance ecosystems. Her framing of people as keystone species—capable of ecological uplift—recast circularity as a spiritual and cultural responsibility.
John Warner, co-founder of green chemistry, took this conversation into applied science. He highlighted the disconnect between environmental goals and scientific education. Thousands of chemistry graduates enter the workforce each year with no training in sustainable or circular design. Until that changes, he argued, technical solutions will remain disconnected from the larger systems they serve.
William McDonough, architect of the Cradle to Cradle framework, focused on design as intention. Nature, he said, has no design flaws—only humans do. His call was for design that anticipates future use, treating materials as enduring resources rather than temporary conveniences.
Building a Circular Roadmap
Translating vision into action was a major theme across sessions focused on strategy. Speakers shared a straightforward process for building effective roadmaps:
- Reflect on past progress
- Identify current projects and priorities
- Align with a long-term goal, such as eliminating single-use packaging
- Define short-term actions that move toward that target
Success often hinges on timing and internal alignment. Initiatives tied to customer needs or operational goals are more likely to gain traction than those introduced for compliance or public relations.
Partnership was emphasized throughout. Circular initiatives rarely succeed in isolation. The right collaborators—whether suppliers, logistics providers, or municipalities—can determine whether a plan scales or stalls. Learn about our White Dot initiative, which is leading the way toward a more sustainable, efficient MedTech industry.
One persistent challenge is “pilot paralysis.” Projects that remain in testing stages without a path to integration create fatigue rather than momentum. Roadmaps must evolve, stay accountable, and be tied to broader business objectives.
The session concluded with a reminder: goals without accountability or data remain wishful thinking.
Human Stories and Collective Transformation
While the sessions focused heavily on systems, the second day of keynotes brought attention back to people. These talks were personal, reflective, and forward-looking.
Steve Davis addressed the changing language of sustainability. In a politically polarized world, sustainability leaders are adjusting their narratives to stay effective. Innovation, he said, is not slowing; it’s shifting.
Joe McLeod and Andy Ruben focused on the role of meaning in brand transformation. Their message was clear: people invest in stories. Circularity offers companies a way to speak to deeper needs and values.
A standout moment came from John Williams, founder of Wastewell. After incarceration, Williams built a composting business that serves his community and supports regenerative practices. His story reminded everyone that circularity is not abstract. It is personal, practical, and, when done well, empowering.
Financing Circularity
Capital remains a constraint for many circular ventures. Traditional investors often hesitate when the model involves physical infrastructure instead of digital products.
But the tide is turning. Software is now easier to develop, shifting investor attention toward harder, real-world problems. Circular ventures addressing logistics, product flow, and infrastructure are beginning to gain visibility.
Alternative financing methods, including off-budget approaches and blended capital, were highlighted as critical for early-stage scaling.
Global trends are also playing a role. Trade disputes and supply chain uncertainty are pushing companies to localize production and extend product lifespans—two core strategies in circular models.
The takeaway was clear: investors may be cautious, but the strategic value of circularity is rising. Success requires new narratives, diverse capital sources, and long-term thinking.
Digital Product Passports: Tools for Trust and Traceability
Digital Product Passports (DPPs) are moving from regulatory requirements to essential tools for transparency. Done right, they offer a way to track, verify, and communicate the full lifecycle of products from sourcing to reuse.
The message was practical: start now with the data you already have. Build gradually. Involve your IT team early. Implementation can take over a year, but companies that wait will fall behind.
Several challenges remain. DPPs must balance transparency with confidentiality, especially in competitive or highly regulated sectors. Interoperability is essential, as is global alignment on data standards and certification mechanisms.
Despite the complexity, the potential is enormous. DPPs can unlock new business models in repair, resale, and service. They also support compliance, public trust, and stronger supply chain resilience.
Looking Ahead
Circularity 2025 underscored a shift that is already underway. Across industries and sectors, the conversation has moved from why to how. The systems are being built—one partnership, policy, and pilot at a time.
The challenge ahead is real. Circularity demands new ways of thinking about value, participation, and equity. But this conference proved that the tools are already in hand.
What remains is the collective will to use them.
Karel J. Golta
Innovation Strategy & Management
Organizational Transformation
Thought Leadership
