Four years ago, Infragreen CEO Declan Sherman saw an opportunity hidden in plain sight. Across Australia’s infrastructure landscape, billions were being poured into projects that promised progress; however, few were designed with real longevity in mind. So he stepped in to change that.

“What I’m most proud of with Infragreen is executing on our core mission to deliver sustainable infrastructure solutions that address today’s needs while protecting the interests of future generations,” he reveals.

From a handful of people around a shared vision, Sherman has built a company helping to redefine what green infrastructure means across renewables, power generation and waste recovery. It’s one of the reasons he was awarded Highly Commended in the Banking, Financial Services and Insurance category at The CEO Magazine’s 2025 Executive of the Year Awards.

“Our work has lowered emissions, enhanced quality of life in the communities we serve and shown that sustainability and profitability can absolutely go hand in hand,” he says.

The impact has come quickly, but Sherman says the real achievement lies in how it was done.

“We’ve done it by helping other businesses scale – through genuine partnerships, relationship building and staying focused on the people behind the projects,” he explains.

“We’ve leaned in, worked shoulder to shoulder with our partners and delivered real outcomes with a small, but deeply committed, team.”

Where innovation meets impact

The infrastructure sector is in the middle of its biggest transformation in decades, powered by decarbonization and technology. And Sherman sees both as an opportunity to rethink what progress looks like.

“There are two major shifts defining our industry right now,” he acknowledges. “Decarbonization is one. Communities, governments and private sectors are seeking – and are under pressure – to reduce carbon emissions.

“Technological transformation is the other. Smart infrastructure and investments in new technology are driving more efficient and cost-effective ways in generating sustainable solutions for waste and energy.”

Infragreen, he says, is leaning into both.

“We’re investing in innovation, both in terms of materials and processes. We’re also building partnerships that bring together tech providers and private enterprise as well as other stakeholders to co-create solutions,” he explains.

“We’re not just reacting – we’re anticipating where infrastructure is heading.”

A culture built on purpose

Spend time with Sherman and it’s clear he sees people – not projects – as the real infrastructure of the business.

“At Infragreen, our culture is rooted in purpose, accountability and curiosity,” he says.

“Everyone knows why we do what we do, and that clarity empowers our people to take ownership of outcomes.”

Sherman believes great leadership starts with understanding the individuals behind the work.

“Every person has unique strengths, weaknesses and goals. Understanding these differences is key to bringing out the best in people,” he insists.

“Recognizing individuality and creating an environment where it’s truly celebrated is like coaching a champion team – each person is different; but together, they form something extraordinary.”

That ethos shapes how the company grows.

“When hiring, I focus more on attitude than achievements. I believe you should create a job around a person – not a person around a job,” he says.

“I also ensure that the entire team meets final candidates, because team energy matters most.”

Clarity over control

Even the company’s rituals reflect this human-first approach.

“Each team member participates in a process inspired by the Japanese ritual of Misogi – a tradition about setting one meaningful personal goal that can change the course of your next 365 days,” Sherman reveals.

“It’s a simple yet powerful way to promote mindfulness, resilience and personal growth.”

For someone who oversees complex projects across multiple sectors, Sherman’s leadership philosophy is also remarkably simple.

“My leadership philosophy is rooted in clarity, trust and curiosity,” he says.

“People do their best work when they really understand why we’re doing something and feel trusted to make decisions that move us toward that goal.”

He’s learned that confidence doesn’t come from having all the answers. Instead, it’s about knowing where you’re going.

“The best advice I’ve ever received was, ‘Lead with clarity, not certainty,’” Sherman reveals.

“You don’t need to know everything, but you do need to be clear about where you’re headed and why. Especially in a business like ours. Things change quickly, and the best outcomes come from teams that feel empowered along the way.”

That sense of direction doesn’t just apply to the day-to-day – it shapes how Sherman thinks about the future too.

“I hope that sustainability becomes the default, not the differentiator,” he says. “That infrastructure is judged not just by cost and efficiency but by its long-term impact on people and the planet.”

It’s an optimistic vision, but it’s also grounded in evidence. Infragreen’s model has already proven that commercial performance and environmental responsibility can thrive together.

“The transition to a greener, more equitable world doesn’t have to be idealistic,” Sherman insists.

“Infragreen is proof that when you align values with execution, meaningful impact follows. The future isn’t waiting – and neither are we.”