CHG-Meridian’s Allard Pfeifer explains why the Triple P approach, focused on People, Planet and Profit, isn’t just a moral imperative, it’s a smart business strategy.
In a climate where political opinions on ESG are sharply divided — especially in the U.S. — many companies still see sustainability as a regulatory box to check, not a business opportunity. But according to Allard Pfeifer, Global Lead of Sustainability at CHG-Meridian, that mindset is stuck in the past. In this conversation with Monitor Editor-in-Chief Rita Garwood, Pfeifer breaks down the real value of sustainable thinking, why circular economy models are transforming equipment finance, and how even reluctant organizations can tap into profitability by rethinking ownership and waste.
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Rita Garwood: Why is ESG still a priority for C-suite leaders, especially given the political climate in the U.S.?
Allard Pfeifer: I prefer to talk about sustainability rather than ESG. It’s a broader concept that’s rooted in what I call the Triple P: People, Planet, and Profit. Sustainability is about value — how you attract and retain employees, serve customers, and remain profitable. The organizations that win in the long run understand that sustainability isn’t just a risk to manage—it’s an opportunity to harness. It helps you attract top talent, satisfy investors, and future-proof your business.
Garwood: What role does sustainability play in the equipment finance industry today?
Pfeifer: It’s about moving from a linear economy — take, make, waste — to a circular economy, where value is preserved and extended. In the circular model, the goal isn’t just to sell a product and walk away. It’s to keep that product in use, in different forms, for as long as possible. That shifts the business model from transactional to relational. It changes how products are designed, financed, and reused. It’s like an ecosystem—waste becomes food for the next cycle.
Garwood: Traditionally, circular economy thinking is more associated with captives. What about banks or independents in the equipment finance space?
Pfeifer: They can — and should — play a role. Financing becomes even more critical in a circular model. At CHG-Meridian, for example, we buy the product from the manufacturer and lease it to the user. We retain ownership, so when the user returns it, we’re motivated to give it a second or third life. That drives down costs and carbon footprint. Independents can’t always match that scale or supply chain, but the model shows what’s possible when you move away from one-time ownership.
Garwood: What’s the biggest challenge companies face when trying to shift to a more sustainable model?
Pfeifer: Value leakage. In linear systems, companies lose value all over the place—but they don’t realize it, because they’ve been doing business the same way for decades. Our job is to help them see the hidden value in people, in operational efficiencies, in environmental compliance. If you attract and retain talent, meet global ESG standards, and satisfy investor expectations — all while increasing profitability — that’s a win across all three P’s.
Garwood: How are global trends influencing sustainability adoption in the U.S.?
Pfeifer: While U.S. environmental legislation may be loosening in some areas, that doesn’t mean sustainability is going away. Europe and Asia are pushing forward faster, and large corporations — especially those operating globally — still have to meet those stricter standards. U.S. suppliers to these companies must comply too. So in reality, sustainability is still very much on the agenda, even if the political rhetoric says otherwise.
Garwood: What specific opportunities should U.S.-based lessors be paying attention to?
Pfeifer: Lessors are in a unique position because they both finance and own the products. That means they can offer clients access to newer, more efficient equipment on shorter cycles, which improves employee productivity and supports net-zero goals. High-end equipment retains value in second and third use cycles, especially in the consumer market. We can cut a customer’s carbon footprint by up to 30%, and that aligns with science-based targets set by companies like Microsoft, Amazon, and Walmart.
Garwood: What if a company isn’t focused on sustainability at all? Can you still convince them?
Pfeifer: Absolutely. Let’s focus on profit, then. Leasing spreads out the investment and improves cash flow. It de-risks capital expenditure. It’s financially smart. Once you show how sustainability aligns with profitability, it becomes obvious. C-suites are always interested in that kind of balanced, value-driven approach. Sustainability just becomes part of the overall business case.
Garwood: Where do you see this all heading over the next 3 to 5 years?
Pfeifer: I hope we stop talking about “sustainability” as something separate. It should just be the way we do business. Circular economy thinking should become the norm, and linear models the outdated exception. Too often, sustainability is still seen as a buzzword or window dressing. But if we treat it as a baseline — a license to operate — we open up real value creation.
Garwood: Final thoughts?
Pfeifer: Yes — rethink circular economy. It’s not just about recycling; that’s the lowest level of value. It’s about creating new business models that serve customers better and reduce environmental impact. Think of it like an apple tree: it doesn’t grow one apple—it produces too many. Circular economy is about growing more, not less. But you have to train yourself to see the value that’s hiding in plain sight.
Garwood: That’s a perfect note to end on. Thanks so much for your insights, Allard.
Pfeifer: Thank you. Great to be here.
