Romy Rawlings says that, when it comes to sustainability, it has to be for everyone for it to succeed. 

She was speaking after launching the website for DeepGreen, the consultancy company she started following her departure from Vestre. 

Rawlings has more than 30 years of experience as a landscape architect and has held senior positions in marketing, business development, and sales. 

DeepGreen focuses on sustainability; indeed, its website does not hesitate to emphasise: “We delve deep into the heart of sustainability, so that you can be certain that every action we take is guided by our unwavering commitment to transparency and integrity.” 

As you’d expect, given Rawlings’ background, the topic of sustainability forms a core part of the interview, discussing the difficulties of bringing it into companies.  

Rawlings says: “You can’t have a CEO or an MD, you know, banging on about how important all this stuff is, but not convincing people and not bringing the whole business along. 

“If you have a tier of management that thinks it’s all fantastic, and everyone else is much more worried about more mundane, everyday things – like how they’re going to afford their next heating bill – then their focus is not going to be on what’s seen as ‘pie in the sky’ environmental or social topics. 

“A typical scenario is that for someone to get on board with sustainability, you need to make it clear that it works economically as well and demonstrate how and why. A struggling business simply can’t afford to invest in transformative action.” 

The conversation then turns to carbon offsetting, as I share my experiences with a company that leads on its green credentials but later justifies itself through carbon offsetting. 

Rawlings explains: “There was a Panorama program a few months ago that was shocking and really highlighted how bad the majority of the offsetting industry is. 

“You can’t just say, every email we answer (or whatever it is), we plant a tree, without considering how you can reduce your impact in the first place. I think there’s still a fundamental lack of understanding if you think that’s doing the right thing.

“Most importantly, the time for strategies and talk is long past. We urgently need to see meaningful action across all these areas, and fast. Can we start to make a difference and demonstrate what can be done instead of simply planning to start soon.”

The start of DeepGreen has been hectic, with clients immediately coming in and the timing of the website launch suffering as a result. 

 Rawlings says: “I actually launched the business back in March, and I’ve been working with a several clients for about four or five months now, so it’s not all that new for me.” 

It’s taken me this long to get the website finished, because I found I was suddenly very busy and the website just had to take a back seat. 

The consultancy firm aims to empower businesses across the built environment sector to help people as well as the planet. 

It provides tailored marketing and business development strategies, focusing on creative approaches to facilitating cultural change.  

Explaining her thoughts on leaving Vestre and starting DeepGreen, Rawlings says: “I spent 16 years working with two street furniture manufacturers and I’ve really enjoyed that time. But in the end I thought, is that what I really want to do? 

“I thought I’ve probably done enough in that field, although I’m still involved with other companies, albeit on a part time, freelance basis. 

“So that’s really nice because it’s a real variety now, which is great, with several completely different projects that I’m working on.”  

Still, the core element that underpins her work will always be sustainability, despite the range of clients she has had so far. 

Rawlings explains: “It’s a real mixture, but it’s all moving in the same direction, whether it’s social, economic or environmental sustainability. It’s certainly not all about greening and the classic environmental sustainability that so many people immediately think of. 

“It’s a well-rounded set of clients and work which is very exciting.”  

Work on sustainability comes in different forms, with her current work focusing on structural issues within companies. 

“Actually what I’m working on at the moment, a lot of it is internal company structures, and how businesses are treating their people. And it comes back to what you said, driving it from the top down. That’s why I think it’s so important; unless you bring everybody along it’s never going to work.” 

She admits it’s too early to tell at this point as to how the company will do in the future but is being kept entertained by the experience so far. 

Summing up the experience at the helm of her new company, Rawlings reflects: “I’ve got to look back on it at the end of the first year and I’ll have a much better idea then. But so far so good, and even doing the website, although it’s taken some time, but it’s a really nice problem to have, being too busy. 

“You know, there’s no danger of me getting bored at all.”