The future is clean

Last week, we hosted a roundtable at Piper Maddox as part of the Clean Energy Exchange event series, focused on grid flexibility. With Michael Lee moderating, we had folks from Tesla, Leap, Olivine, Enersponse, Shadowpower, and others who know this space inside out. The feeling in the (virtual) room? We’re at a real tipping point. Virtual Power Plants aren’t just “emergency response” tools anymore, they’re critical infrastructure, and the market conditions are lining up perfectly for them to step up. Capacity prices are through the roof, wholesale markets are volatile, and demand is growing in ways the old models can’t handle. This is exactly when VPPs should be at the forefront of conversations: fast to deploy, low-cost, and able to deliver flexibility exactly where it’s needed. 1. The market design problem The problem is the market design hasn’t caught up. We’re still stuck with siloed programs that box in assets instead of letting them work where they have the most impact. We need models that open up multiple revenue streams and recognise that not all VPP resources are the same – an HVAC system doesn’t behave like an EV fleet or a battery, and they shouldn’t be valued like they do. One point that landed hard in the discussion was around local value. The way we price flexibility right now is far too broad. A single neighbourhood with a cluster of flexible assets can fix a local constraint far more cheaply than building more infrastructure – but you’d never know that from today’s pricing zones. We need distribution-level nodal pricing that actually reflects the hyper-local impact these assets can have. 2. Balancing grid and customer needs Then there’s the customer side. Batteries are the classic example – the grid wants certainty, customers want backup. If programs can’t balance those needs, participation will always be limited. With over 3,500 utilities in the US, capability is all over the place. Some are ready to play, others are decades behind. Meeting them where they are, or going around them when we have to – will be key. That means understanding the realities of each market, working with what’s already in place, and finding ways to connect customers and utilities without overcomplicating the participation process. 3. The missing industry voice The final piece is advocacy. Right now, there’s no unified industry voice pushing for fair valuation or smarter market rules. Imagine what we could do with a coalition of VPP providers, utilities, generators, and even data centres speaking with one voice. The narrative on grid reliability needs a rewrite – and the proof these assets deliver is already there from recent heatwaves and grid events. If we want VPPs to fulfil their potential, we need to align as an industry, decide what we’re pushing for, and make sure the message is loud enough to cut through. Bottom line: VPPs aren’t the future – they’re here. But without changes to market design, pricing, and the way we advocate for them, they’ll stay underused. Get it right, and they can become the backbone of a more flexible, reliable, and cost-effective grid.

Our parent company, LHi Group, has today announced a significant leadership transition as Jim Denning steps down from his role as CEO. In a bold move rarely seen in recruitment, the Board has appointed Mike Bott and Ben Richardson as co-CEOs to lead the business into its next chapter. Following five impactful years at the helm, Denning will be taking on a new position within the Group as Executive Director, where he’ll focus on developing future leadership talent – reinforcing LHi’s long-term commitment to investing in its people. “I’ve loved my time as LHi CEO,” said Denning. “I’m incredibly proud of the culture we've built together and I’m hopeful that I have left behind a legacy with the LHi Vision and our internal philosophies – stuff which I believe will outlive us all! I’m very excited to now be doing something that I have been passionate about for a long time, chasing my ‘future you’ by stepping into a new role that allows me to focus on the next generation of leaders who, I believe, will take LHi to even greater heights. I am incredibly proud to hand the reigns over to Ben and Mike, great humans who own two of the best stories of what’s possible in recruitment. I am certain they will take us to a level that I couldn’t even dream of!” The co-CEO structure isn’t a common move within the recruitment industry but was a decision that the Board felt was unequivocally right for LHi’s future growth plans. Speaking on the new leadership structure, Chairman, James Ash said “We know that in the right circumstances and with the right leaders, the co-CEO model works incredibly well. This model allows us to achieve so much more, to focus equally on building and innovating; to better navigate the complexities of the market and a fast-changing industry; and to more effectively operate on a global scale, from Germany to California. In Ben and Mike, we have two people who are willing to be selfless, put their egos aside, and care more about the success of the business than themselves. From joining as consultants to now becoming co-CEOs, I think you’d be hard pushed to find two people more committed to LHi and our vision.” Both Mike Bott and Ben Richardson are longstanding leaders at LHi, having both started their recruitment careers within the Group. Over the years, they’ve held a range of senior positions and played instrumental roles in launching and scaling operations across the UK, Europe and US, including opening and leading multiple international offices. Mike Bott, formerly Chief Commercial Officer, was one of LHi’s first consultants, joining the company over 17 years ago. He said “We’ve always been a business that bets on it’s people. I’ve had an incredible 17 and a half years of adventures with LHi and I’m extremely proud to now be leading the company alongside Ben. Our partnership works because we challenge each other, have total trust in each other, complement each other, and always put what the business needs before anything else. We are ready for the next adventure and the exciting times ahead.” Ben Richardson, formerly Chief Operating Officer, added “This is more than a title change, it’s a continuation of a shared journey. Mike and I have grown through every level of LHi, and we’re aligned on the vision and values that will take us into the next chapter. We're focused on building an agile, forward-thinking organisation that remains fiercely people-led.” The co-CEO model is becoming increasingly recognised for its effectiveness. A recent Harvard Business Review study of 87 companies with co-CEOs found they delivered an average annual shareholder return of 9.5%, compared to 6.9% for single-CEO firms. Nearly 60% of co-CEO-led companies outperformed their benchmarks, indicating the model’s power to enhance value through shared leadership. Not forgetting Netflix's co-CEO model which appears to be hugely successful, and largely credited to the complementary skill sets of Ted Sarandos and Greg Peters. It’s former CEO Reed Hastings said of Peters and Sarandos “Twice the heart, double the ability to please members and accelerate growth.” With Mike Bott based in the UK and Ben Richardson in the US, the duo will bring a global perspective and round-the-clock leadership coverage. Their complementary strengths, strategic commercial growth, and operational excellence create a leadership balance that reflects LHi’s commitment to innovation, diversity of thought, and employee wellbeing. Bott and Richardson are set to lead in a time when many recruitment firms are facing headwinds in the post-2022 landscape, however, LHi Group has recorded a positive year so far. On the three-year anniversary of launching its Employee Ownership Trust (EOT), LHi Group announced the successful completion of a capital raise, repaying 80% of capital owed to loan note holders well ahead of industry benchmarks - marking a significant financial and cultural milestone for the business. With the investment in to leadership training, continued plans for international growth and a new offering from their consultancy brand XPS launched this month, LHi Group’s 25-26 plans look to be an exciting start for the new co-CEOs. About LHi Group LHi Group is the parent company of five specialist, non-competing recruitment brands operating across the UK, Europe and USA.

The clean energy sector thrives on innovation and progress. Every breakthrough in renewables, storage, and sustainable infrastructure depends on those willing to challenge the status quo. As engineers lead the charge toward a net-zero future, it’s critical to recognise the women helping to shape that future, solving complex problems, designing smarter systems, and accelerating real-world change. This International Women in Engineering Day, we’re celebrating the women building the energy transition from the ground up, and highlighting why diverse talent is essential to engineering a better tomorrow. Why Gender Diversity in Engineering Matters A truly sustainable energy system is one designed for everyone, and that starts with the people designing it. Gender-diverse teams bring broader perspectives, improve problem-solving, and help create systems that are more inclusive, resilient, and effective. Still, women remain underrepresented in engineering. Globally, they make up just 16.9% of the UK’s engineering workforce. Leadership roles are even more imbalanced. Closing this gap is vital, as more inclusion means greater innovation. Breaking Barriers: Spotlight on Lacey Collins To mark International Women in Engineering Day, we spoke with Lacey Collins, Divisional Manager of Renewable Fuels, Bioenergy & CCUS at Piper Maddox in New York, to gain her perspective on the barriers women face in technical sectors, and why visibility is essential for progress. Lacey highlights the ongoing barriers women encounter in technical and male-dominated sectors. “The main barriers we see are a lack of representation or role models,” she explains. “It’s difficult for the first woman to pave the path for those behind her.” She also notes that caregiving responsibilities often create added pressures, especially in roles with long hours, inflexible work environments, or limited support systems. For Lacey, spotlighting women in energy and engineering is essential to breaking those barriers. “When women see others succeeding in these spaces, it breaks down stereotypes and shows that we all belong,” she says. She believes visibility isn’t just about recognition, it’s about making space for new perspectives and leadership styles that are vital to a more inclusive, balanced workforce. Supporting Women in Clean Energy and Engineering Careers At Piper Maddox, we’re proud to work alongside the women who are engineering the future of clean energy. From renewable fuels to grid infrastructure and beyond, progress depends on diverse talent, equitable opportunities, and inclusive workplace cultures. We’re committed to connecting forward-thinking organisations with the professionals driving that change.

Every second, we lose a piece of our planet’s oldest and most vital ecosystems. Rainforests, home to more than half of the world’s terrestrial species and critical to regulating the Earth’s climate, are disappearing faster than we can replace them. This World Rainforest Day, we’re not just celebrating their beauty. We’re recognising their power. Rainforests aren’t separate from the sustainability mission, they’re central to it. If we hope to build a net-zero future, we need to protect the ecosystems that have been storing carbon and sustaining life for millions of years. Why rainforest protection belongs in every climate strategy Rainforests act as natural carbon-capture machines. These ecosystems absorb billions of tonnes of CO₂ every year, helping offset the emissions we’re still working to eliminate. Their role is quiet but powerful, storing carbon, filtering air, and keeping global temperatures in check. But when we cut them down, they don’t just stop helping, they start hurting. Degraded rainforests release carbon back into the atmosphere, turning from climate stabilisers into sources of emissions. In other words, we can’t build a net-zero future if we’re destroying the ecosystems that have been supporting the climate all along. The skills needed for a sustainable energy future As the climate sector grows, so do the expectations. It’s no longer just about technical skills, it’s about understanding the full picture. The best teams today are made up of people who can think holistically, work cross-functionally, and prioritise long-term impact over short-term wins. That’s where we come in. At Piper Maddox, we help companies find forward-thinking talent, people who bring both expertise and environmental awareness. Whether you're hiring for growth or impact, we’ll connect you with the talent who understand the pace, purpose, and potential of the energy transition.

Every year on Global Wind Day, the world comes together to celebrate the power of wind, not just as a renewable resource, but as a catalyst for economic and environmental progress. This year’s theme, “The power of wind: building a clean and secure energy future,” is a timely reminder that the global energy transition depends on more than just infrastructure. With nearly 4 million wind energy jobs projected by 2030, the future of the industry rests on its ability to attract and develop the right talent. Where wind energy jobs are coming from As the world moves toward a low-carbon future, wind power is playing a leading role in reshaping global energy systems, and creating jobs in the process. According to the International Energy Agency (IEA), offshore wind is set to become the largest source of electricity in the European Union by 2040. This rapid expansion is being driven by large-scale investments in both onshore and offshore wind projects, which in turn are fuelling demand across a wide range of roles. Careers in wind turbine installation, operations and maintenance, project planning, environmental compliance, and grid integration are all seeing strong growth. With wind power capacity expected to keep rising over the next decade, the industry is offering more opportunities than ever, especially for those looking to pursue a long-term career in renewable energy. The skills gap threatening wind power growth Despite the momentum, the wind energy industry faces a significant obstacle: a growing skills gap. The number of people entering the sector isn’t keeping pace with demand, especially in technical areas like offshore wind, electrical systems, and marine engineering. The Global Wind Energy Council (GWEC) estimates that wind power could support nearly 4 million jobs by 2030, but this projection depends on whether the workforce is ready. Many employers are already struggling to fill critical roles, and as the sector grows, so does the pressure to invest in workforce development, reskilling, and inclusive hiring practices. If the world is serious about building a secure, sustainable energy future, closing the talent gap must be part of the plan. Investing in talent, securing the future With nearly 4 million wind energy jobs expected by 2030, the opportunity to build a cleaner, more secure energy future is within reach. But turning that potential into progress means investing in people, attracting new talent, supporting those already in the sector, and building the skills needed to sustain long-term growth. At Piper Maddox, we work alongside the companies and individuals driving this change, helping connect the right people to the right opportunities, and shaping the teams that will power the future of wind energy.

Plastic pollution is one of the most pressing environmental challenges of our time, impacting our oceans, wildlife, and human health. Despite growing awareness, plastic remains deeply embedded in our daily lives. This World Environment Day, the United Nations is calling for urgent action to end plastic pollution. Achieving this goal requires rethinking how plastic is produced, used, and managed across society. The Broader Impact of Plastic Pollution According to the United Nations Environment Programme (UNEP), more than 430 million tonnes of plastic are produced each year, much of it intended for single use. Most of this plastic is never recycled. Instead, it ends up in landfills, rivers, and oceans, where it can persist for centuries. The damage extends far beyond waste. Plastic pollution harms biodiversity, disrupts food chains, and threatens the health of both terrestrial and marine environments. It even ends up in our food systems, with microplastics now found in everything from fish to bottled water. What’s more, the environmental cost of plastic begins before it even becomes waste. Most plastic is made from fossil fuels, and both its production and disposal generate significant greenhouse gas emissions. This means the more plastic we produce, the harder it becomes to meet climate targets, even as we invest in clean energy solutions. What We Can Do: Everyday Changes That Make a Difference Addressing plastic pollution doesn’t have to mean changing your entire lifestyle overnight. In fact, real impact often starts with small, intentional shifts in behaviour. Here are a few practical ways to cut down on plastic use in your daily routine: Choose reusables over single-use plastics: Carry a reusable water bottle, coffee cup, or shopping bag. It’s a simple swap that significantly reduces the volume of plastic you consume without even thinking. Shop more consciously: Look for products with minimal or recyclable packaging. Buy in bulk when possible and support brands using recycled or compostable materials. Repair, don’t replace: According to the U.S. Environmental Protection Agency (EPA), maintaining and repairing plastic products, rather than replacing them, helps reduce overall plastic waste. A cracked storage container, for example, may be fixable rather than disposable. Understand your local recycling rules: Not all plastics are recyclable, and guidelines vary by region. Knowing what can and can't go in the bin makes your recycling efforts more effective and prevents contamination. These might seem like minor changes, but when multiplied across communities and countries, they send a powerful message: we’re moving away from a throwaway culture and towards one grounded in responsibility and long-term thinking. What This Means for Us at Piper Maddox At Piper Maddox, sustainability is the core of what we do. From helping build the teams driving the clean energy transition to making conscious choices in how we work, we’re deeply committed to shaping a future that respects the planet and the generations to come. Recently, members of our team spent time at Brixton Orchard in London, volunteering to support biodiversity in the city. From planting for pollinators to clearing overgrown paths, it was hands-on work that reminded us of our duty to protect the world. Inside our offices, we’ve introduced dedicated recycling bins to help reduce waste and make more conscious decisions part of our routine. Across our global teams, we also marked Earth Day with our “Battle of the Plants”, a small step that brought more greenery into our workspaces and served as a visible reminder of our commitment to care for our environment. These actions are supported and driven by our internal SEE (Social, Environmental, and Ethical) community, a community where people across the business come together to lead meaningful change, champion sustainable practices, and hold ourselves accountable to the values we stand for. The path to a more sustainable future isn’t easy, and it won’t happen overnight. But through the choices we make, as individuals, as businesses, and as a global community, we can begin to turn the tide. At Piper Maddox, we remain committed to being part of that change, every step of the way.