Greg Lawson has spent more than 35 years shaping packaging strategies for some of the world’s biggest brands and retailers, from Amazon and Walmart to ALDI. Today, he is focused on one of the industry’s most pressing challenges: helping organisations transition to sustainable packaging and a circular economy.
As Founder and Managing Director of specialist consultancy Aura, Lawson advises businesses globally on packaging sustainability, regulation and compliance – an area that has shifted rapidly from “nice to have” to business critical.
What was the inspiration behind Aura?
Sustainable packaging isn’t optional it’s essential. It’s vital for protecting the planet, meeting the expectations of increasingly eco-conscious consumers, and avoiding the growing financial penalties attached to non-compliance.
Back in the late 2000s, when I was running The Less Packaging Company, the world was far less motivated. We were trying to convince businesses that sustainability mattered, but the regulatory pressure simply wasn’t there and the technology didn’t exist to drive change at scale.
Aura was created to continue that mission, but in a very different landscape. Today, legislation such as Extended Producer Responsibility (EPR) has put sustainability firmly on the agenda. Brands and retailers no longer have a choice.
Technology is now the key enabler. Aura helps organisations track packaging materials, coatings, substrates and labels across hundreds of thousands of product lines, allowing them to make informed decisions at scale. That’s how meaningful, global change happens.
Who do you admire?
Sir Richard Branson stands out for me. He, and Virgin, are fearless. Virgin has never behaved like a conventional challenger brand; it does things differently, and that mindset comes directly from Sir Richard’s leadership.
He celebrates diversity, isn’t afraid to tackle big problems, and understands that failure is often a stepping stone to success. That philosophy has heavily influenced how I try to lead at Aura.
Looking back, is there anything you would have done differently?
I would have invested in technology much earlier. Given the sheer complexity and scale of global packaging, digital tools are essential if you want to drive sustainability at pace.
I’d also advise my younger self to look beyond immediate commercial conversations and consider the wider ecosystem. Retailers and brand owners play a critical role, but real change is often shaped by governing bodies and NGOs who set the regulatory framework.
The most effective approach is balance, working closely with brands and retailers while also engaging policymakers and regulators to create the right conditions for long-term progress.
What defines your way of doing business?
Data is central to everything we do. We encourage our clients to base decisions on logic rather than emotion, and we apply the same principle internally.
Alongside that, I believe in creating an environment that’s enlightening, enriching and empowering. People need safe spaces to innovate — and to fail. I’m very clear that “my way” is not always the right way.
If you give people the confidence to challenge the status quo, you don’t just get better ideas, you build a stronger, more resilient business.
What advice would you give to someone starting out?
When I was starting out, a close family friend and fellow entrepreneur told me to “be brave and go for it”. That advice still holds true.
I’d also stress the importance of finding the right partner, ideally someone who isn’t like you. Diversity of thought and complementary skill sets at the top of a business are invaluable.
I was fortunate to work with a partner who was strong in all the areas where I wasn’t, and that made the business far better than it could ever have been otherwise.
