President, Chief Executive Officer & Director, Interface
Search every verified Laurel Hurd interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. In a September 2024 interview with Georgia Tech's Scheller College of Business, Interface President and CEO Laurel Hurd discussed the company's sustainability initiatives and business strategy. Hurd stated that Interface has created "the first ever carbon negative carpet tile" and described a take-back program where recycled carpet becomes an ingredient in new products, calling it "circularity in action." She said the company's ambition is to be a "restorative enterprise by 2040" and that it has a science-based target to get halfway there by 2030. Hurd noted that the hardest part of circularity is getting products back from customers, with participation in the take-back program "low but increasing," and predicted that European regulations imposing penalties for lacking end-of-life solutions would drive customer participation. Hurd also addressed the relationship between sustainability and profitability, saying that "more often than not, a more sustainable solution is also more profitable" and that the company seeks design solutions that achieve both mission and margin. She emphasized that customers are central to the business and that Interface must make great flooring products that are "costed well, and high quality every day" while also teaching customers about environmental choices. On leadership, Hurd said authenticity and listening with "the intent to be influenced" are key, and that leaders should "do what only you can uniquely do where you add value and know when to get out of the way."
“We have created the first ever carbon negative carpet tile which means it's better for the planet when we make it than when we don't. We take back recycled carpet and we chop it up and it becomes an ingredient into our carpet tile of the future, so that's circularity in action.”
“Our ambition is to be a restorative enterprise by 2040 and actually restore, do not only do no harm but do good for the planet. Our science-based Target initiative is global and very trackable; our goal is to get halfway there by 2030 and we've already made great progress.”
“From a regulation perspective, I say bring it on. We're ready for it if it will help clarity and make sure that we're all looking at it the same way and transparency. I think it can only help us.”
“Some customers really care about their carbon impact and some don't. When a customer cares, we win all day long. But we need to make great flooring products that look beautiful, are costed well, and high quality every day. We also need to teach customers about making good choices for the environment.”
“The single hardest part of the circularity story is getting the product back from the customer. Participation in our take-back program is low but increasing. Europe will lead because regulations there will impose penalties if you don't have an end-of-life solution, which will drive customer participation.”
“More than recycling, the future is innovation—starting with what the customer wants and creating products that are more sustainable by nature, not just something to take back and recycle.”
“At the center of everything is the customer. We make sure our customers are at the heart of what we do because we have to be a sustainable, profitable enterprise for the long term. Our customers are looking for more sustainable solutions, so there's a marriage there.”
“There's tension between mission and margin. More often than not, a more sustainable solution is also more profitable, whether customers are willing to pay more or there's less waste or more cost-effective ingredients. We keep going after the design challenge until we find something that is an 'and'.”
“As a leader, it's authenticity more than anything. Being yourself, being a good listener with the intent to be influenced, not just to respond, builds trust. You don't have to have all the answers; drawing from the expertise in the room is key.”
“You should do what only you can uniquely do where you add value and know when to get out of the way. I’m in between extremes: I’ll roll up my sleeves if there’s a problem that needs to be solved, but also get out of the way once everyone’s on the right track.”
In this Tech Talks Business session, Dean Anuj Mehrotra talks with Laurel Hurd, president and CEO of Interface, Inc., on the ...
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