Climate and nature are commercial decisions.
I find the person inside the company who already has the money, and tell you what to say to them.
Send me a specific questionWhat you get: a map of budgets and signers, and the case that opens them.
Buyer and market mapping
Which budget line pays for this, and who signs it off. Beyond a list of target buyers, a map of budgets and job titles, in the order you should work it.
Commercial models
How the outcome becomes a thing a company can purchase. Pricing, contract shape, and what you are selling when the unit is not a tonne, a subscription or a kilowatt hour.
What to say in front of who
The same asset lands differently with a sustainability lead, a procurement team and a CFO. The version that works is rarely the one written in the market's own vocabulary.
Buyer coalitions
I cluster buyers by type rather than by project. Peers watch peers, so one signed deal inside an industry becomes the demand signal that pulls in the next three.
Demand a lender will underwrite
A payment stream is only financeable if the demand under it is real. I build the offtake evidence that turns a first-of-a-kind product into a credit story.
The obvious buyers are probably not the right buyers. Large climate players like Microsoft are their own category. The money sits one tier down, in companies with real exposure and something left to prove, where nobody has made the case to them yet. In two years you will be telling people you moved early.
§ 02 · POSITION · 2026If one of these is your week, we should talk.
| No. | Situation | The tell |
|---|---|---|
| 01 | A working product, no repeatable sale | Every pilot came from someone you already knew, and you cannot say where the next ten come from. |
| 02 | Supply is easy, demand is not | You can find projects all day. The pipeline of buyers has looked the same for a year. |
| 03 | A fund or vehicle raising into a close | Your funders keep asking who the buyers are, and the honest answer is still a list of maybes. |
| 04 | A corporate deciding what to buy | Legal is nervous about the claim, so the budget is sitting still. Going quiet is not the fix. |
| 05 | Hardware with a financing partner and no demand answer | The unit economics work on paper. What you cannot show is a pipeline of customers who will actually sign at that price. |
Buyers are not one market. Each type has its own budget, its own signer and its own language.
A law firm asks what other law firms are doing. A food manufacturer asks about its own supply shed. Same outcome, different conversation.
Buyer mapping starts here: separate the market into the types that behave differently, then price and pitch each one on its own terms.
I’m Shachar Hatan. I have spent ten years in climate, five of them in the voluntary carbon market, and I have worked it from both ends: rating the projects, then selling to the people who buy them.
Most of my week goes on the same three questions. Who has the budget. What do they need to hear. And why did the deal that should have closed not close.
Short engagements with one defined question.
Most start with a buyer map, then continue into the go-to-market work that map makes possible. You keep the map, the target list and the language, in a form your team can use without me in the room.
The practice opened in 2026. Current work spans a nature tech company, a climate tech founder building the demand side, and a fund raising into a close.
- DiagnosticOne session on one question, with the answer written up afterwards. About a week.
- ProjectA buyer map, a commercial model, a go-to-market. Scoped and dated. Six to eight weeks.
- EmbeddedPart-time inside your team for a quarter or two, in the room for the calls.
- RetainerStanding advice, plus the introductions when they are the right ones. Monthly, rolling.
At Sylvera, on the ratings side: I built the framework the market now uses to assess improved cookstove projects, and worked on the REDD+ and improved forest management updates. Quality, integrity, and how a project actually gets assessed.
At Climate Impact Partners, on the buyer side: product development first, then strategic and commercial accounts. I ran a CDR buyers’ club, working directly with the companies writing the cheques.
Ratings taught me what quality is. The commercial seat taught me what people pay for. The work sits in the gap between the two. Fewer people hold both seats than the market pretends.
- Recognition
- Finalist, Women in Green Business Awards 2025
- Education
- MPhil, Planning, Growth and Regeneration, University of Cambridge (Land Economy)
- Published
- CBAM op-ed, ESG Today
- Peer-reviewed research in Ecological Economics, on valuing cultural ecosystem services in agritourism markets
- Community
- Founder, Climate Product Circle, 150+ climate product professionals
- Earlier
- Vivacity Labs, and academic research at Cambridge
On stage I say the same things I say in a room with your CFO.
- Climate Product CircleMonthly sessions alongside speakers from Google, Microsoft, Sylvera, Isometric, Dendra and HomeTree LONDON · 2025
- The Future of Carbon MarketsClimate Impact Partners webinar on where demand is actually moving LONDON · APR 2025
- Carbon Removals at ScaleWomen in Carbon, on innovation and investment pathways for removals LONDON · JUN 2024
- Responsible Carbon Finance for Clean CookingAfrica Climate Summit, on climate finance for cookstove programmes NAIROBI · SEP 2023
- PLANETech, Ayana, and other conference keynotesCarbon markets, removals, and who pays for environmental outcomes 2022 – 2026
“Engaging, insightful, and practical. Shachar brings clarity to complex climate issues and leaves the audience energised to act.”
Ayana
“A rare speaker who combines technical expertise with real storytelling.”
Climate First
Who Pays?
One buyer type at a time: what they fund, out of which budget, who signs, and what convinces them.
I still end up explaining what a climate outcome is at most events I go to. This is the longer version of that answer.