Conversations Shaping the Future of Recycled Materials

The future of the recycled materials industry will be shaped by leaders who can navigate change, drive innovation, and bring new perspectives to a rapidly evolving landscape. Beyond the Yard is a thought-leadership series from the ReMA Young Executives (ReMAYE) Council featuring conversations with emerging industry leaders on leadership, business growth, industry challenges, and the future of recycled materials.

Get to know ReMAYE Engagement Cohort Member Chrysten Newton

1. What's your current role, and how did you get started in the recycled materials industry?
I am currently managing director at PMR.

I started in the recycled materials industry right after university, after completing a bachelor of commerce with a major in international business and a minor in finance. At the time, this industry was probably the last place I expected my career path to lead, but it quickly became a space where I found opportunity, challenge and purpose.

I began in sales and marketing, cold calling, supporting customer outreach and helping develop campaigns. From there, I moved into managing high-value house accounts, which gave me a deeper understanding of supplier relationships, service expectations and the importance of trust in this industry.

That experience eventually led me into customer support and logistics, where I built PMR's first customer support department from the ground up. I later expanded into company-wide marketing initiatives and then became involved in aligning laboratory operations with broader business objectives.

Over the years, I've had the opportunity to work across multiple areas of the business, including sales, customer experience, logistics, marketing, operations and laboratory strategy. That exposure gave me a strong understanding of how each part of the company connects and how important it is to turn goals into practical action.

Today, my role is focused on helping move the business forward: setting direction, building strategy, supporting our teams and creating action plans that allow our goals to materialize.

2. What's one lesson you learned early in your career that still influences how you operate today?One lesson I learned early in my career, and one I still work to practice every day, is the importance of resetting quickly.

Our CEO, Christian Thibault-who has been both an inspiration and an informal mentor to me-is known internally for saying, "No stress." What makes that phrase so impactful is that he truly lives it. He has an ability to stay composed, focused and in control of his actions, even when things are difficult or unexpected.

A bad conversation? Move on.
A bad day? Start fresh tomorrow.
A poor decision? Learn from it and adjust.

That mindset has stayed with me. You are not always in control of what happens around you, but you are in control of how you respond, how quickly you recover and how long you allow something to affect your judgment.

It is not something that comes naturally to everyone-me included. But over the years, I have made a conscious effort to build that discipline: to pause, reset, learn and keep moving forward with clarity.

3. What key experiences or decisions have had the biggest impact on your growth so far?
Three key decisions have had the biggest impact on my growth so far.

The first was learning to take the lead, even when I was not asked. It is incredible how much you can learn, contribute and build when you give yourself permission to step into areas where you see a need. I was never afraid to insert myself into spaces where support was lacking, where structure was needed or where I felt I could help move something forward. Growth often comes from the willingness to take action before someone gives you the title, permission or perfect conditions to do so.

That also applies to personal development. When I recognized a gap in my own skill set or technical ability, I made an effort to strengthen it. I believe you cannot ignore your weak areas; you have to address them. The more exposed areas you strengthen, the more capable, confident and valuable you become. Unless you are willing to try something beyond what you have already mastered, you will not truly grow.

The second was practicing ownership. I learned to own the outcome, whether it was good or bad. Not every decision will work, not every initiative will succeed and not every idea will land the way you hoped. But failure is often what creates the next level of success. You have to be willing to take the shot, even when there is a chance you may miss. Pressure reveals character, and some of the most important growth happens in the difficult moments.

The third was learning to be resourceful. At every stage of my career, I have had to figure things out, find solutions and keep moving forward. That mindset has shaped me. There is not always a clear road map, a perfect process or someone there to tell you exactly what to do next. Sometimes the most important decision is simply deciding that you will find a way.

Ultimately, those three things-taking initiative, owning the outcome and staying resourceful-have shaped how I lead, how I grow and how I approach challenges today.

4. What do you see as the biggest opportunity (or challenge) for the next generation in this industry?
I think one of the biggest opportunities, and one of the biggest challenges, for the next generation in this industry is challenging the status quo.

When you are entering and growing in an industry built on tradition, it can be difficult to encourage change, especially in environments that may not always be ready for it. But that is also where the opportunity lies. The next generation has a chance to ask better questions, introduce new ideas and help move the industry forward while still respecting the experience and foundation that came before them.

One thing I have learned, especially as a recovering perfectionist, is that progress does not always come from having the perfect plan. Polished plans do not create progress; finished work does. I have sometimes waited too long trying to "get it right," only to realize that the imperfect version was already good enough to start moving things forward.

Action creates feedback. Feedback creates improvement. Perfection often just creates delay.

For the next generation, I think the key is to start with small steps forward. You do not need to have every answer before you begin. You need to be willing to challenge what exists, take the first step, learn from what happens and keep improving from there. That is how real progress is made.

5. How would you describe your leadership or working style, and how has it evolved?
I would describe my leadership and working style as people-first, selfless and team-oriented.

For me, one of the most important rules of leadership is understanding that I work for my team; they do not simply work for me. My role is to give people the tools, support, clarity and confidence they need to succeed. That requires checking my ego at the door. Ego creates silos, slows progress and weakens teams. Strong leadership means removing barriers, creating alignment and making sure people feel supported enough to do their best work.

Over time, my leadership style has evolved from simply wanting to contribute and drive results to understanding that sustainable success comes from building strong people and strong teams. Leadership is not about title, tenure or authority. It is about behavior, consistency, accountability and the ability to bring people together around a shared goal.

I believe in playing long-term games with long-term people. The best companies are built by teams that trust each other, challenge each other and want to win together. When there is cohesion, performance improves, culture becomes stronger and people are more likely to stay because they feel part of something meaningful.

My approach is simple: Build the best team possible and create an environment where people can thrive. When hiring or developing talent, I ask myself: Will I admire this person? Will they raise our average? Where can they become a superstar? The people around you will either strengthen the business or limit it.

Ultimately, I believe that when you make your people a priority, they will make the business theirs. That is the kind of leadership I try to practice every day.

6. Where do you think the industry needs to adapt most, and how are you contributing to that change?
I think the industry needs to adapt most by truly practicing what we preach when it comes to agility, change and technology.

A lot of people talk about being agile, innovative and open to change, but when the time comes to actually implement something new, there can be resistance. Sometimes that resistance comes from uncertainty, fear of the unknown or simply the discomfort of changing familiar routines.

As an industry, we need to start walking the talk. That means implementing the technology, processes and systems that will better equip us not only to survive, but also to thrive in an ever-changing market and economy.

At PMR, we contribute to that change by constantly challenging our existing protocols and processes. We are always looking for the best path forward, even if that means testing ideas, adjusting direction or scrapping something more than once. Progress requires the willingness to question what already exists and the discipline to keep improving.

For me, strategy is about identifying what matters most and making sure our energy is focused there. What is the highest-value work we do? How can we replicate it? How can we do it faster, better and with greater consistency?

That is where real adaptation happens: not just in talking about change, but in building the systems, habits and mindset that make change possible.

7. Looking ahead, where do you anticipate the greatest pressure for change within the industry?
I think the greatest pressure for change in our industry will revolve around the adoption and implementation of artificial intelligence (AI).

The focus will need to be on systems: how we make work faster, more efficient, more accurate and more scalable. AI has the potential to improve the way we process information, support decision-making, strengthen communication and create better visibility across the business.

At the same time, I do not think we should dramatize it or frame it as people versus technology. We will still need people. A business is only as strong as the people behind it. The goal should be to create efficiencies, improve processes and help teams spend more time on high-value work, not simply eliminate people.

That being said, we also need to be honest. Some roles will change, and some tasks may disappear. The responsibility of leadership is to help people adapt, reskill and move toward where the new opportunities are. We cannot be disingenuous and pretend there will be no disruption, but we can be intentional about how we manage it.

What is interesting is that AI is also making efficiencies and economies of scale more accessible to smaller companies. The future may not be about the biggest companies beating the smallest ones. It may be about the quickest, most adaptable companies beating the slowest ones.

If you are not nimble, proactive and willing to learn, you will have a problem. And if you are not at the AI table, you may very well find yourself on the menu.

8. What advice would you give to other young professionals looking to grow in this space?
There are four pieces of advice I would give to any young professional looking to grow in this space.

First, do not take everything so personally. This industry, like any fast-moving business environment, can come with pressure, direct conversations and difficult moments. But not every challenge or criticism is an attack. A lot of growth comes from learning to separate emotion from strategy. Your next move should be thoughtful, not reactive.

Second, understand that self-improvement never ends. Every time you strengthen one area, you usually discover another area that requires an upgrade. That is part of the process. Growth requires humility, curiosity and the willingness to keep improving, even when it is uncomfortable.

Third, "you set the menu of your life with the words that come out of your mouth." Be mindful of how you speak about yourself, your work and your future. The words you use shape your mindset, your standards and the way you show up. If you constantly speak with doubt, limitation or negativity, it affects how you move. If you speak with ownership, discipline and possibility, you give yourself a better foundation to grow.

Fourth, focus on mastering the day in front of you. You are not going to figure out your entire career, your entire future or every step of your life all at once. But if you properly attend to the present, make good decisions, keep learning and show up consistently, the future begins to take shape.

Growth in this industry comes from staying steady, staying curious and continuing to do the work-one day, one decision and one opportunity at a time.

9. Outside of work, what keeps you motivated or grounded?
Outside of work, what keeps me motivated is my family.

As an ambitious woman, I have always believed that the people closest to you matter deeply, especially the partner you choose to build a life with. I am grateful to have a husband who supports me, encourages me, protects my peace and helps me continue becoming the best version of myself.

Becoming a mother has also given me a deeper sense of purpose. My daughter motivates me to stay strong, intentional and disciplined-not only for myself, but because I want to be a strong foundation and example for her. I want her to understand that success is not defined by external applause, titles or validation, but by the internal satisfaction of living authentically, purposefully and in alignment with your values.

What keeps me grounded is my faith. It reminds me to trust the process, stay humble and keep moving with purpose even when things feel uncertain. It also reminds me that success has to feel right in your heart, not just look good to the world. If success is not built on your own values, peace and purpose, then it is not true success at all. In every season, my prayer remains the same: God, correct me, direct me and protect me.

Pay It Forward Question from Prior Interview Feature

10. What's one belief you held early in your career that experience has completely changed your mind about?
Early in my career, I used to think you needed to be more seasoned or have more experience before you could really make a difference. Over time, I realized that is not true.

You can create impact at any stage of your career, regardless of your age, title or level of experience. There is always something you can contribute-whether it is a fresh perspective, a strong work ethic, a thoughtful question or the willingness to take initiative.

For me, manifestation was never just about getting the opportunity; it was about becoming the person who was ready for it. You have to start showing up as that person before the title, recognition or perfect moment arrives.

If you could leave one question for the next Young Executive we interview, what would it be?

11. As the economy continues to evolve, how can we better manage, develop and support human capital?