As I am currently working for an association (SANNAS), the associates are from all sectors, and geographic regions of the Spanish economy. The association was founded by a group of businesses specializing in architecture and engineering. The directors founded the association on the values that they felt best embedded their own enterprises, that is the triple bottom line. The companies that are associated with SANNAS operate in all industries of the Spanish economy; agriculture, energy, technology, and manufacturing.  One of the differences between the business models of these companies in comparison to their American counterparts is the criteria in which vendors, suppliers, and financers are chosen.  Projects that support sustainable innovation and social action can be financed by many sources including state funded foundations and financial institutions with unique patient financial services. While in America these new initiatives have been resisted , Europe has gained momentum and is innovating far ahead. In other words, the business environments are the same but the strategic models differ than the traditionally shareholder maximization model. In the circular economy, the scope of the project is seen through a holistic lens, one that benefits the entirety of society. Thus, managers must be able to predict and analyze the external environment along with balance multiple stakeholders, the most prominent being the federal government.  The initiatives require complex engineering and innovative technology and instruments. Different functional teams need to be organized and information must spread quickly across business units. In Spain businesses are more inclined to help and serve each other. What this means is if a problem arises, managers from all levels of the projects value chain come together to find a solution. Therefore, a project manager is not only expected to have strong people skills but also expected to be able to analytically problem solve at any stage of the objectives timeframe.