In an industry that’s evolving faster than ever – from sustainability mandates to digital transformation – Williams Environmental Director, Liza Whitmore, has seen first hand what it takes to lead with purpose and adapt with agility. In this conversation, she reflects on the lessons learned from years in waste management leadership, sharing practical insights on building strong teams, embedding safety and compliance into daily operations, and staying ahead in a sector where innovation and responsibility go hand in hand…
Thinking back to when you first started out – what’s something you wish you’d known about leading people in this industry?
“Great question. I think one of the biggest lessons I’ve learned is that culture really is your biggest differentiator. In waste management, so many services look the same on paper – trucks, routes, bins. But it’s your people and your culture that truly set you apart. Leaders who invest in a strong, values-driven culture tend to outperform those who only focus on operations.
And operational excellence? It always starts with respect for the frontline. Our team driving the trucks and sorting materials are the absolute backbone of the business. When leaders actually spend time in the field, listen to crews, and act on what they hear, it builds trust – and often leads to improvements you’d never spot on a spreadsheet.
And finally, sustainability isn’t just a buzzword anymore – it’s a genuine business driver. Many leaders, myself included, underestimated how fast environmental and social expectations would reshape our industry. Embracing sustainability early – whether through recycling innovation, emissions reduction, or community engagement – opens up new opportunities and partnerships that keep you ahead of the curve.”
How do you keep things running smoothly while still making sure everyone’s safe and compliant?
“It’s a balancing act, but when you get it right, it actually becomes a competitive advantage. For us, it starts with imprinting compliance into everyday operations – not treating it like a separate box to tick. We use automated tools that track compliance metrics and flag issues early, so we can fix them before they disrupt anything.
Safety is obviously a huge part of that. It’s not just a checklist – it’s a core value. When safety improves, productivity often follows. We’ve invested in modern tools like wearable tech and real-time monitoring, so we can protect our team while keeping things efficient.
We also try to keep processes smart and simple. Going digital has made a huge difference — less paperwork, fewer errors, and more time for meaningful work. And training is non-negotiable. Everyone needs to understand why rules exist, not just what they are. Frontline feedback is gold; our crews often spot inefficiencies or risks before anyone else.
Finally, we stay proactive. Regulations change all the time, so it’s about staying curious and adaptable – not waiting for change to force your hand.”
What’s worked well for building a strong team culture?
“Culture takes real intention. At Williams, we focus on three main things: aligning leadership with our values – because culture starts at the top; encouraging open communication – transparency builds trust; and celebrating wins, big or small. Recognition goes such a long way in keeping people engaged and proud of what they do.”
What’s changed the most in waste haulage since you started, and how have you had to adapt?
“Oh, so much has changed!
Sustainability drives everything we do. Customers and regulators expect us to reduce emissions, recycle more, and support circular economy goals. Costs and compliance have also become far more complex.
Technology has been another huge shift. We’ve gone from paper logs to AI, IoT, and real-time tracking. Smart bins, automated scheduling, data-driven fleet management – all of it has completely transformed operations.
The workforce has evolved too – unwavering safety, training, and career growth. Investing in people is now a business necessity.
And of course, the industry itself has consolidated – fewer small local operators, more national and specialised players. That’s pushed everyone to find their niche and innovate faster.”
Looking back, what decision do you think made the biggest difference for your company’s growth or stability?
“Investing early in sustainability and innovation, without a doubt. Companies that pivoted toward circular economy strategies – recycling, composting, waste-to-energy – positioned themselves well ahead of regulation. It’s helped us grow responsibly and build real resilience.
The other piece is leadership stability and culture. Having a clear vision and consistent values creates trust, both inside and outside the business. It’s what keeps teams motivated through change.”
With sustainability becoming such a big focus, how do you stay ahead of the curve?
“We try to look at waste as a resource, not a problem. Recycling, composting, waste-to-energy – all these approaches turn what used to be “waste” into something valuable. It’s good for the planet, but also for business. It keeps us relevant and opens doors to partnerships that share our values.”
If you could go back to day one in your current role, what would you tell yourself?
“Three things.
First, lead with clarity, not just hustle. You can’t do it all yourself – systems and clear expectations scale better than heroics.
Second, spend time in the field. That’s where the real pulse of the business lives – in the trucks, on the sorting lines, with the people doing the work.
And finally, don’t treat sustainability as a side project. Build it into your model from day one. It’s not just good ethics – it’s smart business.”
