Laurel Hurd on circular economy
From Tech Talks Business Featuring Laurel Hurd · · Georgia Tech Scheller College of Business
“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.”
On , Laurel Hurd, President, Chief Executive Officer & Director at INTERFACE INC, spoke about circular economy during Tech Talks Business Featuring Laurel Hurd on Georgia Tech Scheller College of Business.
About Laurel Hurd
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."