Dollar Tree

Joshua Witte is an energy, sustainability and facilities leader with nearly three decades of experience across the retail sector. His previous leadership roles at J.C. Penney, Samsung, Ross Stores and now at Dollar Tree, spanning facilities management, engineering, design, construction and building operations shaped a practical approach to sustainability and business performance.

Building a Strategic Perspective

My career began in field-based facilities management at J.C. Penney during the late 1990s. Soon I transitioned into a corporate role in energy and sustainability, as the discipline was beginning to emerge. Working on LEED buildings and energy efficiency initiatives provided valuable exposure to practices that would later become industry standards.

Working on both the supplier and customer sides of the business broadened my perspective. Those experiences helped me evaluate challenges from a broader business perspective rather than a purely tactical one.

Balancing Value with Sustainability

Dollar Tree has always been a value retailer. When I joined, every item was sold for one dollar. While the business has evolved into a multi-price format, delivering affordable products still remains our purpose. So cost control is part of every decision.

We are working toward becoming carbon neutral by 2050, with an interim target of reducing Scope 1 and Scope 2 emissions by 50 percent by 2032.

Energy efficiency is the primary pillar of that strategy. Maximizing store mechanical systems helps offset rising electricity prices, increasing costs of goods and the investment required to achieve our carbon reduction goals. Each initiative must remain commercially practical.

Like any large organization, people view sustainability priorities differently. Some leaders strongly support climate- related initiatives, while others are more cautious. My role is to find common ground, manage different priorities and keep moving the company steadily toward its long-term goals. I believe AI will be one of the biggest drivers of progress toward our goals.

Modernizing Energy Management through Measurable Innovation

Strengthening energy management has been one of my priorities over the past five years. When I joined Dollar Tree, building management systems lacked a cohesive strategy. HVAC, refrigeration and lighting operated independently, without unified software platform and limited resources made consistent management difficult.

Addressing those gaps began with a more connected technology strategy. AI-based technology now helps the store environment. Deployment now covers approximately 40 percent of the portfolio. Open-protocol building management technology supports advanced control strategies by dynamically optimizing equipment operation instead of relying solely on fixed settings and preset schedules.

The implementation has presented challenges, but has delivered positive results. Across the business, energy costs and usage have either remained flat or declined year over year, especially in regions where electricity prices continue to outpace the rest of the fleet. The AI initiative has been one of the most innovative projects we have undertaken.

Continuous measurement and verification are embedded into every deployment, with dedicated in-house analysts benchmarking results against overall fleet performance.

Stores using the AI platform are averaging five to six percent year-over-year reductions in energy spend and usage. Demonstrating measurable savings and return on investment gives executive leadership and finance the confidence to continue investing.

Leading Through Collaboration and Adaptability

The energy and sustainability function operates with a lean team, making collaboration essential. Because the dayto-day work is highly tactical, success depends on strong partnerships and internal buy-in across construction, design and operations. External consulting and engineering firms extend our capabilities by helping manage projects, providing analytical expertise and supporting day-to-day work.

My leadership approach is service-oriented. I believe in leading by example, staying hands-on when needed and giving my team the freedom to manage their responsibilities. With nearly 10,000 locations across the country, there is no room for micromanagement. Adaptability and the ability to deal with ambiguity are essential, particularly in the sustainability space where change happens rapidly. Leaders need to adjust to changing circumstances.

Communication is equally important. Building bridges, generating buy-in and breaking down silos depend on communicating effectively and understanding how to navigate the organization.

Preparing Retail for the Next Phase of Sustainability

AI is already changing how store environments and energy use are managed. Its increasingly granular control is delivering meaningful efficiency gains that will continue as it evolves.

Advances in solar, battery storage and solar films will continue supporting the shift toward renewable energy. Although financing has become more challenging under the current legislative environment, they will remain central to the future of sustainable retail.

Electrification is another important area of focus. Moving away from natural gas-fired heating and evaluating fuel pump technologies and other electric equipment will further support sustainability goals.

Building Credibility through Early Wins

One piece of advice I have shared throughout my career is to look for the low-hanging fruit. When introducing a new program, start with an initiative that can deliver a clear and measurable win. Early success builds credibility, generates buy-in, and creates momentum.

The transition from incandescent lighting to LEDs is a good example. It delivered measurable value, yet many retailers are still behind in adopting it. Experiences like that have reinforced my belief that meaningful progress often begins with practical improvements that are easy to implement and measure.

My advice to emerging leaders is simple. Focus on early wins, prove the value then build credibility.