Is Sustainability Consulting Dead?

In its early form, we think yes. And we can see the metamorphosis happening. A tectonic shift that will be a rally call for stronger visions, more pressure to avoid risk, and greater focus on the skill of trade-off decision-making within sustainability constraints.

The Evolution of Sustainability

As a sustainability trained professional for over 20 years, it’s been interesting to observe the changing context of what sustainability means; specifically, how’s its interpreted, applied and measured.  

Initially, the challenge was to find sufficient evidence to convince companies that issues like climate change, biodiversity loss, chemical pollution, or social inequality were activities they were contributing to AND that would eventually have an impact on their business.

Our model of capitalism conveniently externalizes the value of natural capital in order to carry out business as usual. “That’s someone else’s problem” until it lands squarely on the shoulders of the sustainability champion working uphill just to eek out one or two budget line items for green office efforts or a fluffy sustainability report, all the while, knowing the multiple tsunami waves of sustainability risks quietly gathering speed.  

Now, instead of working hard to convince companies about the importance of thinking about sustainability, we’ve created a complex landscape of reporting mechanisms, created business and economic models  to incorporate the costs incurred by humans and nature (doughnut economics – Kate Raworth) , and savvy boards and investors that recognize the business case for sustainability -(Bob Willard) and the risks faced by proceeding with “business as usual”. So why did 2025 result in many clients asking “Is Sustainability Consulting dead?”

Why Leaders Are Asking This Question Now

The question makes sense. We’re in a moment where certainty has evaporated. Regulations are in flux. Public narratives are polarizing. Some organizations are stepping back, hoping to avoid scrutiny altogether. But stepping back isn’t the same as standing still.

For years, the work was driven by momentum: new frameworks, new disclosures, new commitments. Now the work is being tested by reality. Leaders are asking harder questions, and recently in Canada, leaders are now legally accountable for the public facing statements companies make under Bill C-59. With this Bill, if a company makes an environmental claim, the burden of proof is now on them to provide evidence it’s not misleading anyone. As well, as of June 2025, it allows private parties (including NGOs) to bring complaints of greenwashing directly to the Competition Tribunal. The result? A massive scrubbing of net-zero targets, sustainability reports and emissions goals off websites, although most notably in the energy sector.

This Bill certainly took the wind out of some corporate sails, leaving many sustainability practitioners questioning levels of corporate commitment to sustainability, corporate courage, and asking some important questions: What actually reduces risk? What creates value? What still matters when external pressure fades?

The Divide: Optics vs. Strategy

This moment is exposing a divide. On one side: sustainability as optics, compliance, or branding. On the other: sustainability as core strategy, resilience, and long-term performance.

The underlying pressures like climate risk, housing, affordability, infrastructure strain, and workforce instability haven’t gone anywhere. In fact, they’re intensifying. What’s changing is how openly organizations are willing to talk about them, and what kinds of expertise they’re willing to invest in.

Perhaps this is less a collapse, and more a transition. This is why some sustainability work is being cut while other work is quietly expanding… often under different names: resilience, risk management, capital planning, systems transformation. We are witnessing the maturation of the implementation strategies mentioned above. No longer are we working to “get sustainability in” and our role is now transitioning into maestro-level wordsmiths, ninja-ing our way through management meetings, quietly maneuvering through nuancing the language for better adoption alongside corporate strategy, finance and operations.

The New Question for Sustainability Practitioners

Truly an exciting time as now there’s more sustainability fluency and a real desire to make changes to avoid risk while setting up companies for success (read: able to adapt and be more resilient). That shift is uncomfortable for clients and consultants alike. But it’s also where the most important work lives. 

For practitioners, the question is no longer “How do I help clients meet requirements?” It’s “How do I help them make decisions when requirements are unclear, contested, or changing?”

Sustainability consulting isn’t disappearing. A higher bar is being set.