Chatting with Changemakers is our interview series where we sit down to speak with influential sustainability advocates, uncovering the motivations, insights, and strategies, driving positive change in their respective fields. In this third instalment, we speak with ButterBee’s Founders, Claudia Zhang and Wentao Ruan, who share their journey in the hope of inspiring other brands to embrace sustainability as a core business principle.
In the competitive world of activewear, ButterBee stands out as a brand driven by purpose, passion, and an unwavering commitment to sustainability. Founded in 2023 by Claudia Zhang and her partner and Co-Founder, Wentao Ruan, ButterBee was born from their shared love of the outdoors and a desire to make a positive environmental impact. The couple’s extensive professional backgrounds — Zhang in consulting and investment banking, Ruan in finance and FinTech — laid a strong foundation for their entrepreneurial journey. But could they break into the crowded activewear market while simultaneously keeping sustainable production a central tenet of their brand?
High profits, low environmental impact: Are they mutually exclusive?
Zhang and Ruan’s experiences hiking and trail running in Hong Kong may have sparked their interest in creating an activewear brand, but their outdoor adventures also opened their eyes to the harsh reality of plastic pollution and environmental degradation. It was clear that ButterBee needed to be more than just an activewear brand. “Our goal was to create a brand that minimises its environmental footprint while celebrating the freedom and happiness that comes from staying active,” Zhang explains. “We wanted people to see that sustainability and performance could go hand in hand.”
At the heart of ButterBee’s strategy is the belief that sustainability should enhance — not compromise — product functionality. The brand’s quick-drying, breathable fabrics and innovative designs address the real needs of active consumers. Features like hidden pockets and modular sports bras demonstrate that practicality and environmental responsibility can coexist. “Our customers don’t buy our products just because they’re sustainable,” Zhang explains. “They buy them because they solve problems, look great, and perform exceptionally well. Sustainability is the bonus that makes the choice even more compelling.”
Rethinking textiles production – at every stage
From the outset, ButterBee embraced a holistic approach to sustainability, embedding it into every aspect of its operations. “Sustainability isn’t just a buzzword for us — it’s a core principle,” Zhang says. “Whether it’s sourcing materials or engaging with suppliers, we consider the environmental impact of every decision.” The company’s manufacturing leans on sustainable practices, using recycled materials, upcycled fabrics, and premium deadstock to produce its garments. Their packaging solutions favour paper-based options, avoiding industry-standard plastics despite the challenges posed by shipping and durability. Product innovation aims to extend product lifespans — for example, their sports bras include replaceable pads, reflecting a growing trend in the responsible consumption market.
Staying at the forefront of consumer needs is crucial; collaboration with fabric suppliers is a key priority as they explore new technologies to tackle climate-driven needs. Quick-drying and moisture-wicking fabrics, for instance, are becoming increasingly important as climate change reshapes customer demands.
ButterBee’s obstacles echo common sector challenges
Navigating the complexities of sustainability in the activewear sector hasn’t been easy. ButterBee has faced capital challenges due to the high cost of sustainable materials; readily-available fabrics rarely meet their requirements for quality, meaning ButterBee has to customize their own fabrics at added cost. This issue is compounded by the need to meet high minimum order quantities (MOQs) required by suppliers of sustainable fabrics. Balancing the technical performance of their products with eco-friendly practices adds yet another layer of complexity. Yet, the team remains resolute, often choosing to incur higher costs or longer development times to stay aligned with their values. It’s a cost they know will pay off in the long run.
One of the biggest challenges has been educating consumers about the benefits of sustainable activewear. While price sensitivity is a factor, Zhang notes that customers are increasingly willing to invest in products that offer both quality and sustainability. Through vivid storytelling and interactive events, such as fabric labs — intimate exhibitions which showcase their unique fabric offerings —ButterBee has successfully built awareness and appreciation for eco-conscious choices.
Conscious consumers drive global expansion plans
There’s no shortage of potential buyers, and ButterBee plans to expand beyond Singapore and enter established global markets to capitalize on consumer demand for high-performing, sustainable products. As they grow, Zhang and Ruan are committed to fostering industry-wide change; they believe that more participants in the sustainable fashion space will help drive down costs and improve access to eco-friendly materials.
RESET Reflections: Sourcing innovation key to purpose and profit
ButterBee’s commitment to sustainability goes beyond its direct operations — their approach exemplifies how brands can leverage their sourcing capabilities to influence supplier behaviour and drive decarbonization across the supply chain. By prioritizing sustainable fabrics, upcycled materials, and innovative alternatives like premium deadstock, ButterBee actively shapes the demand for more responsible practices within their supplier network.
This influence extends to their collaborations with fabric mills, where they work to overcome the high costs and risks associated with customizing sustainable materials. Their challenges with minimum order quantities and small-batch fabric stability highlight the broader systemic barriers that small brands face in adopting eco-friendly alternatives. Indeed, this is the key reason supply chain decarbonization often faces ‘business case’ challenges whereby suppliers are keen to support sustainability, but simply can’t operate with the confidence of acquiring high-volume orders from smaller brands.
Nevertheless, ButterBee’s ability to innovate, such as repurposing fabric waste into new styles, proves that brands hold significant power in driving change upstream. Zhang emphasises, “Every time we choose sustainable options, we send a signal to our suppliers that there is a demand for better, greener solutions. Over time, this demand helps to drive systemic change, making these materials more accessible and affordable for everyone.”
ButterBee has managed to use its sourcing ability to drive supplier behaviour; and their approach serves as a powerful reminder to the activewear industry that purpose and profit can go hand-in-hand.
“Our vision has always been to create something meaningful,” Zhang reflects. “ButterBee isn’t just about activewear; it’s about making a positive impact on the world, one step at a time.”