Chris Mennona

written by Deborah Dull, on site at GreenBiz 2026   One of the most repeated excuses in the circular economy space is that American consumers just do not care enough. They will not sort their waste. They will not pay a premium for sustainable products. They will not participate in take-back programs. Europe is different, the story goes. Americans are a lost cause. Today I sat through a panel where that story got taken apart, piece by piece, with actual data. On this panel were Tom Szaky the CEO at TerraCycle and Loop, Gary Lewis the CEO at Resourcify, Rob Whitter the Head of Climate and Sustainability at Visa, and Casper Venbjerg Hansen the Senior Director of Sustainability Risk & Compliance for Ambu A/S; all facilitated by Lauren Phipps of MOLG. A company that runs in-store recycling programs across more than a million locations in 20 countries looked at their numbers. Whether someone was bringing back a wetsuit in Japan, cosmetics in France, or gear in the United States, the behavior was statistically identical. You could not tell the countries apart. American consumers who chose to participate were participating at the exact same rate as everyone else. Then there was…

At Manifest 2026, Scott Luton shared a cup of coffee with Max Garland, Senior Reporter at Supply Chain Dive, an Informa TechTarget publication, for a boots-on-the-ground perspective from one of the industry’s most plugged-in observers. Garland covers freight, logistics, retail fulfillment, and parcel delivery: the parts of the supply chain where strategy meets reality. And after a bruising 2025, he sees an industry that’s not just reacting anymore. It’s recalibrating.   From Plan B to Plan D If 2025 had a theme, Garland says it was contingency planning. “Last year was when a lot of companies were putting together those Plan B’s, Plan C’s, and Plan D’s,” he explained, pointing to tariff upheaval and shifting trade policy that forced leaders into constant reaction mode. Companies prioritized flexibility: diversifying sourcing, adjusting procurement strategies, and preparing for fires wherever they might spark. In 2026, that flexibility remains. But the tone has shifted. Now companies are “firming up their plans, fine-tuning, making sure those back-up plans are cost-effective as well.” It’s no longer just about avoiding disruption; it’s about operating efficiently within it. In other words, supply chain leaders aren’t just jumping over candlesticks anymore (like Jack from the old nursery rhyme). They’re…