Earthbound: The First B Corp in Croatia
From radically ecological sneakers made with 97% natural, carbon-based materials to a CO2 footprint 65% lower than the industry average, Earthbound's claims were bold by design. But bold claims invite scrutiny. As a young startup navigating growth, investment, and visibility, Earthbound's founders knew that saying the right things wasn't enough — they needed a way to prove them, protect them, and ensure the mission couldn't be diluted over time. That realization led them to B Corp certification, the framework that validated their science-based approach.
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In this conversation, we explore why B Corp was the right choice, what it took to get there, and how certification now serves as both a management tool and a compass — guiding decisions, strengthening culture, and building trust across customers, employees, and markets worldwide.
DB: We take a scientific approach to ecology, which means the materials we use result in a 65% lower CO2 footprint compared to the average footwear on the market. We also state that our sneakers are 97% natural and carbon-based. Because of this, our marketing claims are quite radical. When we launched our product, one of our biggest concerns was that consumers, shareholders, and other stakeholders might challenge our sustainability claims and label us as green washers. Another fear was that as a startup that continuously raises investments, investors might eventually pressure us to deviate from our vision and mission. That's why, about 2 years after the first launch, we identified B Corp as the best way to validate our claims through an independent, third-party certification.
DB: It's important because it not only preserves our mission and vision from potential outside pressures but also helps shape our company culture. It's not just about being devoted to our mission because we say so — B Corp embeds that mission into the way we do business. B Corp is also a management tool that drives us to constantly improve, and it provides a framework for our day-to-day actions. For us, B Corp is more than just a “stamp”; it's a tool that helps us constantly push boundaries for social and ecological impact.
DB: Our company was built on the foundation of a radically ecological approach that includes being kind to both nature and human health. For us, becoming B Corp certified felt like a natural step. We didn't have to change the way we were doing things; the certification simply helped us structure and frame our existing practices. It also helps us stay focused on our values across the organization by providing a clear framework for decision-making at every step.
DB: Some of our customers are already educated about what it means to be a B Corp, so it's easier to communicate with them because they understand the significance. At the same time, it makes our overall messaging more reassuring. There are fewer questions or doubts about our sustainability claims, since the certification provides credibility.
“At some point, there might be some bigger changes in our company — we might be sold, bring in new investors, or face changes in global regulations. We've ensured that no one can interfere with our vision. Any deviation from it would create too big of a reputational risk, which means now, no one can attempt to push us off our path.”
DB: As a small company, we had to dedicate a huge amount of time to the process. Every team member was involved, and the process from the initial self-assessment to receiving the certificate was about two years. It was very difficult to stay motivated, and several times along the way we even considered giving up because of the length and uncertainty of the outcome. Another challenge was that we had to carefully think through parts of our business we had never really focused on before. Our main emphasis had always been ecology, but through B Corp we had to structure and strengthen the social and governance aspects of our business as well. Overall, it was a long and intensive process, but it helped us gain a deeper understanding of our company and ultimately brought stronger cohesion within our team.
DB: We are a small team of seven, and everyone has been with us from the start. They share the vision, values, and excitement of our products. But the process of becoming B Corp certified has further helped raise awareness of the importance of this journey and our shared vision.
DB: Although our investors are not impact investors, there is a strong awareness and regulation in Europe that ESG components should be considered in all investments. Our investors viewed the process very positively, especially the fact that we became the first B Corp in Croatia, pioneering sustainability. This was extremely well received by our investors at the time.
“In Croatia, we are pioneers, and the B Corp certification is fairly unrecognized, so we still need to explain its meaning and values. In other parts of Europe, recognition is slightly higher. In the U.S., however, we've noticed that being a B Corp opens many doors in communication, with customers, investors, and in sales channels, removing a lot of questions that we would otherwise need to explain in Europe.”
DB: It's one of the first things we highlight in our brand story and communications. On social media, it's always present in our bios, and we make sure to include it in all interviews and introductions. Visually, the logo is consistently placed in the footer of our newsletters and on our website. For us, B Corp is an important tool in marketing that helps us differentiate from other brands, especially those focusing on sustainability but without certification. It also allows us to connect more quickly with conscious consumers and potential partners, by giving us immediate credibility from the very first contact.
Strategic Greenhouse's Leadership Series
features conversations with founders and executives behind innovative companies and projects, focused on real-world insights and hard-earned learnings. We explore how modern leaders embed their mission statements directly into business strategy — integrating them into decision-making, operations, and culture rather than treating them as marketing slogans.
