As the impacts of climate change accelerate, the financial sector finds itself at a critical juncture. Decisions made today will determine not only economic stability but also how effectively we can combat the environmental crisis. For financial systems, this means aligning capital with solutions that mitigate risks while driving resilience and innovation.
Yet according to Jason Taylor, founder of Climate Finance Advisors (CFA) and a leader in sustainable finance, the financial sector faces significant challenges in adapting quickly enough to the demands of a changing world.
“We’re still seeing many institutions approach sustainability as a side business rather than treating it as a core part of their capital allocation decisions,” Taylor says. “What’s needed is a structural shift, one where sustainability is embedded into every decision, every process, and every strategy.”
Taylor, who teaches a micro-certificate program in Carbon Markets and the Economics of Carbon Removal at Concordia University’s John Molson Executive Centre, holds over 15 years of experience in sustainable finance. He previously led sustainability initiatives at two of Canada’s major banks, embedding climate and sustainability considerations into financial strategies.
Today, with CFA, Taylor partners with investors and institutions to de-risk portfolios and align capital with sustainable outcomes, advising how to integrate feasible, practical solutions that mobilize the organization.
“You can’t tackle climate risks effectively without equipping and incentivizing people at all levels — from CFOs to traders — to integrate these factors into their work,” he says.
For Taylor, sustainability must be an integral part of daily operations across all professional roles. Specialized sustainability teams, while important, often struggle to scale their impact within large organizations.
Taylor posits that sustainability needs to be a core competency across roles. It’s no longer a question of whether financial professionals need to address climate risks, but how effectively and consistently they can do so given the rising costs of inaction.
One area where this integration is critical is in carbon markets, a trading system that provides financial incentive for reducing greenhouse gas emissions. These markets allow companies to trade carbon credits, representing the right to emit a certain amount of carbon dioxide, or to invest in technologies like direct air capture (DAC) to remove CO2 from the atmosphere.
Jason Taylor, founder of Climate Finance Advisors (CFA)
“Carbon markets are an incredible tool for reallocating capital toward sustainable outcomes,” Taylor says. “But they’re complex and require a nuanced understanding to avoid missteps.”
Engaging in carbon markets demands expertise from multiple disciplines. For example, evaluating DAC technologies involves not just financial acumen but also engineering and scientific knowledge.
“One without the other can lead to poorly designed investments or missed opportunities,” Taylor notes.
He also highlights biodiversity credits as an emerging environmental commodity. While still underdeveloped, these credits could incentivize conservation efforts and drive significant progress.
“If done right, these markets can be transformative, but only if professionals are prepared to navigate their intricacies,” Taylor explains.
Taylor believes sustainable finance requires rethinking traditional definitions of success and the measure of value.
"Avoided costs, like reducing supply chain disruptions or preventing climate litigation, are just as significant,” he says. “These risks can impact financial stability if not addressed proactively. It’s not just about what you gain. It’s also about what you don’t lose by being prepared."
For example, stranded assets — investments that lose value due to regulatory or market shifts — illustrate the costly consequences of failing to adapt.
“These are avoidable risks if organizations integrate sustainability into their strategic planning,” Taylor asserts.
He points to original equipment manufacturers that redefined success by aligning profitability with sustainability. By focusing on electric vehicles and building the infrastructure needed to support them, some have revolutionized the auto industry.
“Their success shows how foresight and innovation can deliver both financial and environmental returns,” Taylor explains, adding that traditional automakers who underestimated the shift to green technology were left scrambling to catch up.
Or take the recent announcement of a $40 million investment in Deep Sky by Bill Gates’s Breakthrough Energy Ventures. Deep Sky, a Montreal-based company, is advancing direct air capture (DAC) technology to remove carbon dioxide from the atmosphere.
This investment showcases how disruptive technologies can attract significant capital while tackling climate challenges.
“What this demonstrates is the power of aligning innovation with investment,” Taylor says. “When these elements come together, they can scale solutions that address both climate and economic imperatives.”
Systemic change, Taylor insists, requires breaking silos and fostering collaboration across industries. Engineers, financial analysts, and policymakers must work together to scale solutions like DAC.
“The scale of the climate crisis calls for a systems-level response,” he says.
Taylor envisions financial systems where sustainability is integrated into every level, from boardrooms to front-line operations. Achieving this requires education, practical frameworks, and interdisciplinary partnerships.
“Institutions that act quickly to build capacity and align their goals with sustainability will lead in the next economic era,” he explains.
By bridging disciplines, mainstreaming sustainability, and redefining success, Taylor believes the financial sector can transform from a bystander into a driver of systemic change. For professionals and institutions alike, the time to act is now.
“The solutions to our greatest challenges already exist,” Taylor says. “The question is whether we’ll take the steps needed to scale them.”
© Concordia University
