Internship Description
Dominica Wambold ’26 led business development and partnerships for Carbon Infuse, a startup developing an innovative solution integrating carbon capture, utilization, and storage (CCUS) processes into a single step to convert CO2 emissions and industrial waste into a decarbonized cement alternative. The resultant materials substitute concrete — the production and use of which currently contribute an estimated eight percent of global emissions — while permanently storing mineralized CO2 in our infrastructure. Wambold’s work on executive partner and customer engagement and on market research was critical to defining Carbon Infuse's business model and go-to-market strategy as they scaled from proof-of-concept through pilot to scale stage.
At Carbon Infuse, I led partnerships and customer discovery activities to identify pilot partners that could become long‑term co‑investors. After the company demonstrated proof‑of‑concept, securing scale‑up partners was critical to its success. I used LinkedIn Navigator and targeted outreach to map contacts across eight priority companies, then co‑facilitated introductory calls with CEOs, materials engineers, and other decision makers. By summer’s end, I had tested Carbon Infuse’s technology across several industries, shortlisted viable partners, and positioned the company to launch three parallel industrial pilots.
The internship drew directly on my Columbia Business School training. Courses in climate finance and strategy helped me understand the economics of decarbonization and speak credibly with industrial partners. A partnerships course supplied frameworks for structuring mutually beneficial deals, while the Green Business Club’s Chazen trip gave me behind‑the‑scenes insight into customer decision making. Professor Wagner’s guidance gave me confidence in both the technology and the opportunity.
Cold outreach was the biggest challenge. Typical response rates for LinkedIn messages are low, so crafting tailored messages and identifying the right contact was essential. Through persistence and a strong value proposition, I achieved a 60 percent reply rate, secured meetings with all targeted companies, and obtained material samples from every partner to validate compatibility.
This experience strengthened my belief that start‑ups and corporations can co‑create climate solutions. I gained a first‑hand understanding of climate‑tech partnerships, learned how to assess competing technologies, and honed my negotiation skills. The work demonstrated that collaboration among start‑ups, corporates, and public investors can accelerate transformative impact.