# Hannah Keartland

Founder of Keartland & Co, a B Corp consultancy that helps purpose-led CEOs grow positive impact alongside commercial success and report on their progress.

- Profile: https://b2binfluencer.marketing/creators/hannah-keartland/
- LinkedIn: https://www.linkedin.com/in/hannahkeartland
- LinkedIn followers: 7,615
- Based on 21 dated posts, latest 2026-10-07

## Summary

Hannah Keartland helps purpose-led B2B consultancies teach impact reporting and purpose-driven business through guest sessions or workshops.

- Best for: A B2B consultancy planning a guest expert session or workshop on impact reporting.
- Not for: A paid consumer product-marketing campaign for snacks or household goods does not fit.
- Check first: Confirm availability, commercial terms and audience data on job level, employer type and geography.

### Takeaways

- Purpose only works when the product is genuinely good, shown by Tony's Chocolonely.
- A number without an anchor tells the reader nothing, like test scores without context.
- An impact report is a business tool, not a B Corp badge.

## Main ideas

- **Purpose only works when the product is genuinely good**: Keartland's central framework is Product-Market-Impact Fit: a business has to satisfy what the market actually wants, what it can do well and its impact objectives. All three have to line up. Ethical and responsible behaviour can strengthen a brand and make a business more resilient, Keartland argues, but cannot compensate for a weak product or service. They use the framework as an assessment tool, not a slogan, mapping the entire business—from products, supply chain and pricing to employee benefits, banking and charitable partnerships—to identify commercial and impact opportunities.
- **A number without an anchor tells the reader nothing**: Keartland's recurring argument about impact data is that a figure on its own is meaningless until compared with something. They ask for a benchmark, a year-on-year trend or the target an organisation is measured against, and say missing context is the most common weakness in the reports they review. The point is not to demand more data: most people rarely have all the data they would like, and that is normal. The practical rule is to anchor every number you include so readers understand what it means and why it matters.
- **An impact report is a project, not a document you write at the end**: Keartland argues that project discipline makes the difference between a stressful report and a good one, and sells that discipline as part of the service. Their method starts by asking the client what success would look like, then agreeing key messages and narrative at a kick-off session to avoid endless back-and-forth. They keep the timeline honest when things slip and finish with a washup session to capture what worked and what to change next time. Keartland frames this as relief for teams already overwhelmed by their day jobs—a problem they hear about most often when people discuss impact reporting. The same method informs their reviews of other organisations' reports: they identify what works, then press on the strategic questions left open.
- **An impact report is a business tool, not a B Corp badge**: Keartland challenges the assumption that impact reporting belongs to certified B Corps. A report can help retain a biggest client, engage and attract staff as part of the employee value proposition, support pitches or attract the right kind of investor. For every client, the process creates a pause to reflect and correct course, making it part of strategy and planning rather than marketing. On the new B Corp Standards, Keartland warns that the assessment is not the hard part; the board-level mindset shift is. They have seen that shift stall completely.
- **Choosing clients takes governance and gut feel, and advisers change behaviour**: In research conversations with 35 business leaders in professional services, Keartland found that firms make client decisions in very different ways. Some build strong governance around an objective process, some rely entirely on intuition and experience, and most blend the two. Keartland tends to trust the early feeling that something is not right, then keeps recalibrating while working with a client, watching for instructions that are technically legal but ethically dubious, such as a firm's approach to tax. They extend the argument to advisers generally: because professional services firms see their clients' transactions and choices, they hold up a mirror and nudge behaviour, whether they intend to or not.
- **Sustainability means resilience, and lenders are already treating it that way**: Reporting from an ICAEW sustainability event, Keartland argues that sustainability has shifted from a way to stand out in the market to a route to energy security and supply chain resilience. It means the ability to keep going, not just carbon accounting. Their advice to businesses is to understand how they affect people and the planet, and how those in turn affect the business, then use that understanding to reduce risk and spot opportunity. The strongest position in Keartland's account is that businesses treating sustainability as a market opportunity, not only risk mitigation, do best.
- **Pick one impact priority, not ten**: Keartland sees a September pattern in themselves, their clients and most organisations: returning after the summer, reviewing the year's objectives and writing an unachievable list of everything to finish before Christmas. They admit to doing it, despite knowing it is not doable. Impact objectives—the things people genuinely care about—are usually the ones squeezed out. Their advice: stop, choose the single impact item to get over the line before year-end, be strict about the choice and go public with the commitment, because saying it out loud helps.

## Work to read

- [Product-Market-Impact Fit, explained through chocolate](https://www.linkedin.com/posts/hannahkeartland_i-had-an-experience-with-some-chocolate-last-activity-7467171431597105153-GIff)
- [How Keartland reviews an impact report: Pollen Careers](https://www.linkedin.com/posts/hannahkeartland_pollen-careers-impact-report-review-hannah-activity-7477299611762733056-dHOg)
- [Why numbers need anchors: the school test analogy](https://www.linkedin.com/posts/hannahkeartland_we-received-test-results-for-my-son-last-activity-7475100560480894976-rbbz)
- [Managing an impact report as a project](https://www.linkedin.com/posts/hannahkeartland_in-a-recent-impact-report-washup-session-activity-7465727583905677313-pGts)
- [Client selection: intuition plus governance](https://www.linkedin.com/posts/hannahkeartland_can-intuition-and-governance-play-nicely-activity-7492897655350648832-AzcQ)
- [Impact reports are not just a B Corp thing](https://www.linkedin.com/posts/hannahkeartland_i-regularly-hear-people-making-the-assumption-activity-7491430418173460480-0hQR)

## Brand relationships

- **Keartland & Co** (owned_business)
- **Heather Davies** (disclosed_partnership)
- **Tony's Chocolonely** (mention)
- **Pollen Careers** (mention)
- **ICAEW** (mention)
- **B Corp (B Lab)** (mention)

## Partnerships

Hannah Keartland’s posts present them as the founder of Keartland & Co, a B Corp consultancy that helps purpose-led CEOs connect commercial success with positive impact and report on progress. Their commercial activity includes consultancy and impact-report project work, sometimes delivered with Heather Davies; free or promoted educational events, including masterclasses and a fireside chat on embedding purpose and impact in professional services; a research report drawn from conversations with business leaders; and a newsletter. Posts invite readers to DM, sign up or download resources. No paid sponsorship or brand-partnership format, sponsor policy, format specification, rate card, disclosed sponsor example or official partnership inquiry route appears in the posts. Buyers should ask directly whether a sponsorship offer exists. For a guest expert session on impact reporting and purpose-driven business, the posts present Keartland as a speaker or expert contributor; confirm terms, availability and commercial basis directly.

## Alternatives

- Fiona Ras-Jones: Choose Fiona Ras-Jones when the consultancy's session has to move a room from a vague purpose statement to a defined mission-led business model, and the audience is at the start of that work rather than already reporting on it. Her posts answer the objections that surface in a workshop — that purpose and profit always clash, that the problem is too small, that it is not the participants' place to act — and then hand people something to do: list the negative social and environmental impacts of your own industry, then pick one. She names businesses that make impact through the product itself rather than a buy-one-give-one add-on (Tony's Chocolonely, OceanSaver, Wholegrain Digital) and lists four fixable reasons purpose and profit drift apart: a cause instead of a purpose, a purpose that is not well defined, no strategy to deliver it, and a team that cannot see the link between purpose and profit. For the same guest-session need, that gives a consultancy a diagnostic angle and a completed exercise to build on.
- Kelly Hobson: Choose Kelly Hobson when the consultancy's audience sits in logistics, freight, transport or the supply-chain side of manufacturing, and the session has to land with procurement, operations and finance people rather than a general sustainability room. Her posts report on current standards and their commercial consequences — the GHG Protocol's proposed Scope 3 revisions covering a 95% coverage requirement and disclosure of primary versus secondary data, and ISO 14083 becoming the recognised method for transport emissions — and she makes an argument a room can act on: procurement anchored to lowest-cost buying is the bottleneck, not the technology. She closes with concrete preparation steps for logistics providers, from aligning calculations with ISO 14083 to training teams to explain methodologies to customers. For a procurement-heavy audience this is closer to their daily decisions than a general reporting talk.
- Oliver Hurrey: Choose Oliver Hurrey when the consultancy wants a session for procurement and large-corporate supply-chain teams on supplier engagement in Scope 3, and wants to lead with original data rather than a framework. His posts report a survey of more than 500 suppliers on what they want their customers to understand, and turn it into five messages for procurement teams with figures attached: 43% raised cost or said sustainability does not count when contracts are awarded; 24% said their biggest emissions are set by customer specifications or directed sourcing; one in five flagged a one-person sustainability team. He convenes the Scope 3 Peer Group and runs briefings and summits that bring buyers and suppliers into the same room, so he can speak credibly about cross-company collaboration and about the gap between what buyers ask for and what suppliers can deliver.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/