Michael Ellis ('08) is currently a Senior Associate at the sustainabilty consulting firm, GreenOrder.  Michael's experience includes engagement management at Katzenbach Partners, where he created the firm’s renewable energy practice area and led firm marketing efforts. While at Harvard Business School, Michael consulted to cleantech startups on matters including greenhouse gas monitoring and reduction, biofuels market evolution, developments in public policy, and public-private collaboration. And as former President of the HBS Business and Environment Club, he developed numerous programs to increase appreciation for the importance of corporate environmental sustainability.

What is your view on the biggest challenges and opportunities facing renewable energy and clean tech?

In the US and globally, renewable energy and clean tech are the greatest means to create jobs, wealth, and a more livable planet over the coming decades.  The greatest challenge to clean tech is that many US citizens and politicians treat such technologies and enabling policies as polarizing, partisan issues rather than economic and environmental necessities.  Conversely, the greatest opportunity for these technologies is overcoming this mindset. 

Of course, there are many development and deployment hurdles that need to be overcome specific to individual technologies.  But I believe that a shared global and non-partisan conviction that such technologies are our future is the most critical ingredient needed now.  It will enable sound policy and increase private sector activity in the US, improving global outcomes as well.

Please tell us more about GreenOrder.

GreenOrder is a strategy consulting firm that helps large organizations use environmental sustainability and energy-related innovation as a source of competitive advantage.  Most of our work involves helping companies formulate and execute strategies that truly transform the way they operate—significantly reducing energy-related costs and environmental impact; developing products that meet growing market needs; and understanding and influencing customers, government, and other stakeholders.  We are currently working with a range of interesting companies including  leaders in the automotive, food and beverage, entertainment, IT, utility, and retail sectors, among others.

How did you get involved with GreenOrder? Please describe your role there.

I met and was impressed with GreenOrder when I first met the firm’s principals through a friend before HBS in 2004, particularly since even as a small firm it was (and is) working with senior execs at Fortune 100 companies.  Upon deciding to move back to NYC after HBS, I learned from a recent graduate who had joined GreenOrder that they were seeking a Senior Associate, which is my current role.

My main responsibility at GreenOrder is to manage our firm’s work with General Electric, whose ecomagination initiative we helped to create and launch in 2005.  I lead a team of consultants that provides strategic guidance to GE on the initiative, helps them work with and influence stakeholders, and advises them on green marketing.  We also serve as third-party verifiers of the marketing claims of ecomagination products, which now number more than 80 and over $17B in revenue.

I have also run other, shorter client projects and internal GreenOrder efforts relating to firm strategy and thought leadership and marketing.

What experiences over your career and at HBS have prepared you for your role today?

For five years, I was a consultant at Katzenbach Partners LLC (which Booz and Company acquired).  That firm focused on organizational change.  So much of any good consulting work is not only helping clients devise strategies, but helping them execute them by overcoming organizational barriers, coordinating with other efforts, and so on.  This is especially the case in issues relating to environmental sustainability, which are nearly always interdisciplinary.  I also learned how to manage teams of consultants at Katzenbach Partners and the difference between client service and client impact.

Among other things, I came to learn at HBS that for environmental sustainability and clean tech to succeed, it must not be seen as something separate from standard business practices, but rather another means by which businesses can create value. Finally, class discussions taught me to keep my comments in group meetings brief and clear.

What role did HBS play in shaping your interest in clean tech and sustainability?

I came to HBS knowing that I wanted to work in these areas; HBS allowed me to explore these interests.  I got a Rock/Lebor Fellowship to work at a cellulosic ethanol start-up over the summer and did a number of independent and in-class projects for other Boston-area clean tech startups.  Through classes, friends, and the Business and Environment Club, I learned more about individual technologies, business models, and how to think and talk about these topics in ways that are relevant to society as a whole—not just environmentalists or scientists.

Finally, what advice would you give to current HBS grads who are interested in pursuing a career in clean tech or sustainability?

Most importantly, I’d advise narrowing down as much as possible to specific areas of interest.  These areas should include not just specific technologies or types of companies (start up or established operating company, financial services, consulting, etc.) but also company size, geographic area, and the types of colleagues you want to work with.  While you may be interested in clean tech or sustainability overall, if you don’t enjoy the specifics of your job day to day, it will be harder to stay motivated over the long run and have as big an impact as you could have elsewhere. 

Also, because technologies and related policies are evolving so rapidly, I think it’s important to read industry publications, attend conferences, and speak with people in the know to stay on top of developments.

Finally, get in touch with HBS alumni and other contacts—including me if you want!