Seventh Generation co-founder Jeffrey Hollender on Why Responsible Business Isn’t Enough

“How do you use business to solve problems rather than create problems?”
— Jeffrey Hollender, Co-founder of Seventh Generation

In this episode of Journey to Regeneration, I talk to Jeffrey Hollender, co-founder of Seventh Generation and a pioneering figure in sustainable business. Few leaders have engaged as deeply with the question of how business can move beyond minimizing harm toward creating positive environmental and social impact. Hollender’s career spans entrepreneurship, activism, and systems-level thinking, making him a uniquely candid voice on both the possibilities and limitations of purpose-driven companies. He evocatively captures these themes in his new book “Built for a Better World: How Seventh Generation Pioneered a Movement That Changed the Purpose of Business,”which we focused on in the discussion.

The conversation traces the evolution of Seventh Generation—from its roots in consumer education and environmentally responsible household products to its deeper engagement with health, culture, and systems thinking. Hollender reflects on building a company that sought to be “green on the inside,” emphasizing employee ownership, internal development, and long-term thinking. At the same time, he openly discusses the tensions this created with investors and governance structures, ultimately contributing to his departure from the company. The episode also explores broader systemic issues: the role of NGOs in shaping markets, the importance of public policy, and the challenges of scaling impact—particularly through partnerships with large corporations like Unilever.

What emerges is a more complex picture of regenerative business—not as a set of best practices, but as an ongoing negotiation between values, markets, and power. For listeners, this episode offers both practical insights and a sobering reminder: meaningful change requires not just better companies, but better systems.

Key Takeaways

1. Education Can Be a Core Business Strategy
   Seventh Generation used consumer education—about environment and health—as a central driver of demand and loyalty.

2. Health Messaging Often Resonates More Than Environmental Messaging
   Shifting from “environmental products” to “safer for you and your family” significantly expanded consumer engagement.

3. Internal Culture Is Foundational to Regenerative Business
   Employee ownership, systems thinking, and personal development were central to building commitment and performance.

4. Mission-Driven Leadership Can Conflict with Traditional Capital
   Private equity and venture investors often lack the patience or alignment needed for long-term, values-driven strategies.

5. Transparency Builds Trust More Than Perfection
   Acknowledging failures and trade-offs creates stronger relationships than projecting an idealized image.

6. Scaling Impact Requires Engaging Large Corporations
   Small mission-driven firms alone cannot address systemic challenges like climate change.

Listen to the full episode here:

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The regenerative business practices and sustainability innovations highlighted in this week’s Regenerative Insights directly tackle the critical issues of corporate responsibility explored in my recent book explored in my recent book, The Profiteers: How Business Privatizes Profit and Socializes Cost.