Partner Highlight: ASBN

Policy, Purpose, and the Power of Insurance: A Conversation with Camilla Taylor

Camilla Taylor is no stranger to complexity. As Executive Director of the American Sustainable Business Network (ASBN), she works at the intersection of policy, finance, and values. Her mission is to help businesses use their voice to shape a more just and regenerative economy. With a background that spans Wall Street, stakeholder capitalism, and global advocacy, she brings a rare mix of strategy, clarity, and conviction.

In this conversation with Premiums for the Planet, Camilla shares what she would change about capitalism if given the chance, and reflects on leadership, motivation, and the power of stories to shape policy. She also discusses what drew ASBN to our work and why insurance is one of the most overlooked climate tools in the business world.

This conversation is a clear reminder that systems don’t change on their own. They change when people come together to shift what they reward and how they work.

For those who may not be familiar, how would you describe ASBN’s mission and the role it plays in shaping a more sustainable and just economy?

ASBN’s mission is to inform, connect, mobilize, and amplify the collective voice of sustainable business leaders to transform the public and private sectors toward a just and regenerative economy. We harness the power of the business voice to advocate for the policies and regulations needed to build a more sustainable and just economy. To that end, we need a public sector that provides the regulatory framework necessary for that economy to thrive. That’s where we come in. We work with values-based businesses to build the essential infrastructure through advocacy and lobbying. 

ASBN believes that leaders of values-based businesses understand the importance of balancing profit with purpose. That mindset is precisely what should inform and shape our regulatory landscape. The business voice is uniquely powerful in advocacy because it transcends partisanship. It speaks to a fundamental need for growth, resources, and stability, needs that resonate across the political spectrum. If business isn’t behind something, it usually doesn’t move forward. That’s why political rhetoric so often leans pro-business.

We work with business leaders who are committed to building both a prosperous bottom line and a positive social and environmental legacy. Through collective action, we help them channel that commitment into meaningful policy change.

ASBN advocates for a regenerative, stakeholder-driven economy. What does that mean in practice, and where are you seeing meaningful progress?

ASBN advocates for a regenerative, stakeholder-driven economy. In practice, that work unfolds in three key phases: Strategy, Educate, and Engage.

Effective advocacy in the public sector depends on timing and strategic coordination. For each of our impact areas, we form steering committees made up of member businesses with the in-house expertise to help shape our approach. These committees collaborate on strategies to advance, block, or spotlight specific legislation. We also partner closely with industry groups and local affiliates who are deeply embedded in these issues, allowing us to amplify the business voice alongside aligned advocacy efforts.

Once we have a clear strategy, we move into the education phase. We focus on creating simple, accessible ways for our broader community to engage whether that’s signing on to letters, submitting public comments, or joining briefings.

With a defined strategy and hundreds of aligned business voices behind us, we then enter full engagement. We meet directly with legislators to advocate for policy change and work closely with the media to make sure the voice of responsible business, and the real-world impact of legislation on local businesses is front and center in the public narrative.

Progress is a tricky word these days. Unfortunately, sustainability on The Hill is giving Mercury in retrograde these days. That said, we are seeing some staying power in our safer chemicals work where there’s a small but meaningful overlap between the current administration’s priorities and what conscious businesses are calling for.

The real test of our work will come during the 2026 midterm elections. We’re working to position the business community to clearly communicate the lived impact of recent legislation on both businesses and communities and to use those stories to shape the narrative heading into the election. It’s crucial that we keep issues like climate change and energy at the forefront. The dismantling of the EPA and programs like Energy Star has already had devastating effects on local economies.

2026 could be a real reset moment. One where the sustainable business community leads the way in defining what voters care about and why it matters.

What inspired ASBN to join Premiums for the Planet, and how does our work complement your mission?

We joined Premiums for the Planet because we believe in putting our money where our mouth is and leading by example. ASBN, like our members, has a responsibility to own the full scope of our impact including the often-overlooked influence of insurance.

At ASBN, we don’t just want to advocate for change; we want to embody it. Businesses have tremendous power to invest in alignment with their values or divest from practices that undermine them. By aligning even our insurance choices with our mission, we can truly say we practice what we preach. That consistency builds trust not just with our external partners, but with our own team.

Insurance is often overlooked in climate conversations. Why do you see it as a powerful lever for change?

Money is power. One of the biggest misconceptions about businesses committed to a just economy is that they don’t value financial success or the power of capital, but I’d argue the opposite. This work is the next great experiment in capitalism: Can we build wealth without depleting other resources in the process?

Insurance is a powerful lever in that equation. It’s essential to how businesses operate, so instead of treating it as a neutral or overlooked line item, why not use it intentionally? Choosing insurance partners that align with our values is a concrete way to drive systemic change while still meeting fundamental business needs. It’s not about sacrificing success, it's about redefining it.

You’ve worked across sustainability, finance, and stakeholder engagement. What lessons from your career shape how you lead ASBN today?

To be successful in this work, you have to leave your ego at the door. The challenges we face, whether in advocacy or in building a new economic system, are far too complex for any one person or organization to solve alone.

Throughout my career, I’ve learned and lived that leadership is about service. At ASBN, my role is to support the exceptional businesses in our network, our partners, and our team. It’s going to take a big table to bring together everyone we need to drive meaningful change, and over the years, I’ve become a skilled table maker. Creating space for the best our space has to offer to rise to the top. 

If you could wave a wand and change one aspect of how the business world approaches risk, sustainability, or growth, what would you change?

If I could wave a wand, I would expand the time horizon the business world uses to define “success.” From boards and investors to middle management, we’re trained to think in quarterly cycles. Success is measured in three-month blocks: you report to your board, deliver to investors, and then hit reset to start the next sprint.

This short-term mindset drives a culture of quick wins and short-sighted optimization, often at the expense of long-term value, community well-being, and environmental health. If we want to build a truly sustainable and just economy, we need to redefine success over longer timelines, allowing businesses to invest in what truly matters without constantly racing the clock.

You’ve spoken about the importance of living your values, even when it’s difficult. How do you personally stay grounded and motivated in this work?

It might be a cliché, but honestly, my kids. I want them to grow up to be good people. Until they’re about ten, they think I’m pretty cool, which means I have this short window where I get to be their role model. If I do it right, maybe I’ll get a few extra years of superhero status.

I want them to be the kind of people who treat others with respect, who use their voice, education, and experiences to make the world a little better. I want them to work hard, even when it feels impossible. I want them to take pride and build a passion for the work it takes to get a win, not just the win. My oldest is eight, so I’ve been trying to lead by example for eight years—and our youngest just joined the family a few months ago, which gives me at least 18 more years to perfect in myself the kind of people I hope they become. That’s what keeps me grounded and motivated.

What’s a recent story from an ASBN member that really stuck with you or reminded you why this work matters?

A recent story that reminded me why this work matters came from David Jaber of Climate Positive Consulting, an ASBN member who participated in our Tell Your Story campaign in response to the rollback of the ENERGY STAR program. David explained how his firm helps companies reduce risk and increase efficiency, and how ENERGY STAR has been a vital tool for guiding sustainable choices. He called it one of the best government programs of the past two decades, offering real value to businesses and enabling meaningful carbon reduction.

What makes his story so powerful is that it directly supports policy change. It provides legislators with real-world, pro-business evidence to defend programs like ENERGY STAR. Stories like David’s show that sustainability and economic success go hand in hand, and help keep responsible business at the center of the policy conversation.