Voices from the Field: Kealy Herman

1. What sparked your interest in using business principles to help solve sustainability challenges?

My interest began in my first job, where I built the sustainability and climate program for Davidson College as their first sustainability manager. College campuses operate much like businesses, and I saw firsthand how financial and operational decisions directly influenced sustainability outcomes. That experience helped me understand the importance of aligning environmental goals with business strategy.

During that time, I collaborated with Holly Emerson, now executive in residence at Duke’s Nicholas School of the Environment, and saw how she applied business principles to solve sustainability challenges at Ingersoll Rand. Her work showed me that the private sector could be a powerful force for climate action. That realization inspired me to pursue a career in consulting, where I could help companies embed sustainability into their core operations and strategy. It also led me to the Nicholas School, where I built skills in sustainable energy, business and environment, and program management.

2. In your opinion, what aspect of climate science most urgently demands a new approach to business strategy?

Many companies now measure their greenhouse gas emissions and understand the climate risks they face, but they often struggle to integrate that information into core business strategy, investment planning, and product development.

To make this shift, we need to increase climate literacy across the business world. Climate-aware decision-making shouldn’t be limited to sustainability teams; it should be embedded in finance, operations, procurement, and beyond. Professionals with training in both business and sustainability will play a critical role in this transition, not only by leading technical work but also by educating and mentoring others to drive transformation at scale.

3. What career opportunities do you see for professionals with training in both business and climate science? How is demand for these professionals evolving in your industry?

In my industry, I’ve seen a surge in demand for professionals who can lead decarbonization initiatives, develop climate risk frameworks, and guide the integration of environmental and social considerations into corporate strategy and governance overall. These roles require both technical fluency and business acumen. As climate becomes a boardroom issue, the ability to speak both “languages” is a major differentiator. I believe the next generation of climate leaders will be those who can navigate this intersection with confidence and creativity.

4. What advice would you give to someone considering the Master in Business, Climate, and Sustainability program?

Approach the program with curiosity and humility. Climate change is a complex, systemic challenge that requires collaboration across disciplines, sectors, and perspectives. The most effective leaders I’ve worked with are those who ask great questions, listen deeply, and are willing to challenge assumptions, especially their own.

Also, don’t underestimate the value of relationship-building. Whether you’re influencing a CFO, engaging a skeptical stakeholder, or leading a project team, your ability to connect with others will be just as important as your technical knowledge. Use the program to build not only your skills, but also your network and your confidence in navigating ambiguity. The work is hard, but it’s also deeply meaningful, and we need more people who are ready to lead with both head and heart.