energy Issue 3 | 2025
Energy Voices Six ways to thrive amid uncertainty Spotlight How OneSubsea aligned two cultures to lead the sector in the transition Tension Culture Driving growth from within
Brand The changemakers driving real value
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Contents
clarity
06 THE GREAT
Short-term pressures. Long-term vision. Why leadership must balance both.
BALANCING ACT Emerging tensions for investors and business leaders.
10 BRAND REBELS
How changemakers use brand to drive real internal change.
14 ENERGY VOICES:
NAVIGATING VOLATILITY
Six ways energy brands can thrive amid uncertainty.
24 THE TRANSITION, MADE TANGIBLE Inside Höegh Evi’s next bold chapter.
26 BRIDGING CULTURE TENSIONS
30 POWER
How CMOs are driving the employee experience to unlock growth.
PERFORMANCE FROM WITHIN Why performance starts with the few.
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34 FORGING A UNIFIED CULTURE AT 13,000 FEET How OneSubsea aligned two worlds to lead the sector.
RISING STARS Meet the new faces of energy innovation.
EDITOR’S LETTER
Welcome to Brandpie Energy
The future is forged in tension. Let's lead it.
T he energy industry is standing on a knife-edge of opportunity. At no point in recent memory has the pressure to deliver been so intense—or the potential for reinvention so profound. On one side of the scale: the need for secure, affordable, and reliable energy today. On the other: the urgency of building a cleaner, more sustainable system for tomorrow. These aren’t sequential goals. They are simultaneous imperatives. And navigating between them has become the defining leadership challenge of our time. That’s why the theme of this issue, Tension in the Transition, feels particularly timely. In these pages, you’ll hear from industry leaders who aren’t simply managing that tension but actively using it as a catalyst for change. You’ll see how brand rebels are driving internal alignment by redefining what brand means inside their businesses. How CMOs are stepping up as stewards of culture, linking employee experience to
growth. How rising stars are reshaping customer engagement with clarity and creativity. And how energy organizations, from legacy players to bold new entrants, are making the intangible real, turning vision into action. What unites these stories is a belief that the role of leadership is not to eliminate tension, but to balance it—with purpose, transparency, and trust. This is not a time for half-measures. The choices we make today—about how we lead, communicate, and transform— will shape the role energy plays in society for decades to come. So, as you turn the page on this latest issue, we invite you to explore the ideas, voices, and innovations that are helping the sector create opportunity.
Will Bosanko CEO, UK and Europe, will.bosanko@brandpie.com
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At no point in recent memory has the pressure to deliver been so intense—
or the potential for reinvention so profound.
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INTRODUCTION
The
Emerging tensions for investors and business leaders.
T he energy industry is in the middle of a once-in-a-century transformation. For energy C-suite leaders, the challenge is not simply to manage change, but to master a historic paradox: How do you deliver reliable, affordable energy today while building the infrastructure, capabilities, and business models for a low-carbon future? This is not a linear pivot. It’s a multidimensional balancing act— between operational reliability and decarbonization, short-term returns and long-term reinvention, proven assets, and future technologies. At the same time, investors are no
longer passive observers. With trillions of dollars in climate-aligned capital, they’re actively reshaping the performance metrics, strategic expectations, and financial incentives of the sector. But investor sentiment is not immune to global political realities. Recent geopolitical shifts—such as the return of fossil-fuel-leaning leadership in the U.S.—have created unease, injecting short-termism and stalling momentum in climate-related investment, even as the market opportunity remains massive. For companies that lead with vision, alignment and scale, the payoff is real: growth capital, valuation resilience, and a first-mover advantage in emerging markets.
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of capital is becoming fragmented. Investment strategies are in stasis for many, awaiting clarity amid political volatility and the absence of a global consensus on the future energy mix. Until there is shared alignment on the long-term role of hydrogen, solar, wind, and emerging fuels, capital allocation will remain cautious. Firms stuck in legacy business models face higher cost of capital and falling equity premiums as ESG and net zero mandates take hold—but even progressive firms are finding it difficult to scale without a clearer, stable policy horizon. >
THE TENSIONS DEFINING INVESTOR STRATEGY Energy security, grid stability, and fossil revenues are still critical in the near term. But every year of delay in transition investments compounds operational risk and capital flight. The physical reality is that to achieve net zero requires the global grid to expand by more than 50% by 2050, at a cost of over $22 trillion. Renewable integration, electrification of transport and heat, and new peak loads will all strain outdated systems. Capital markets are increasingly favoring companies with visible transition pipelines. But that flow
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INTRODUCTION
$130tr in assets under management aligned with climate-related investment targets (GFANZ).
50% expansion needed of the global grid by 2050, to achieve net zero.
> SHORT-TERM PERFORMANCE VS. LONG-TERM POSITIONING Capital expenditures on renewables, storage, carbon capture, and clean fuels are large, long-term, and often politically sensitive. There is institutional pressure: with an estimated $130 trillion in assets under management aligned with climate-related investment targets (GFANZ). Passive investors are becoming active stewards, demanding financially credible net-zero plans, not just CSR rhetoric. But here too, uncertainty looms. There is little consensus on what the energy mix will actually look like in 10–20 years, making it challenging for investors and companies alike to apply capital with confidence. The result: a fragmented and imperfect market—rich in ambition, light on deployment. Companies that fail to link their emissions reduction goals to growth strategy and returns on capital risk divestment, shareholder action, or boardroom challenges. INNOVATION VS. EXECUTION RISK Carbon capture, utilization and storage, green hydrogen, and long-duration storage all show promise but require unprecedented scaling, infrastructure, and cost reductions to become commercially viable. There is a large deployment gap with only 10% of the low-carbon infrastructure required by 2050 operational today. Most clean hydrogen capacity planned by 2030 will meet just 5–10% of forecasted demand under net-zero scenarios. And while some technologies generate headlines, their scalability and political backing remain deeply contested. Hydrogen, for example, was long touted as the future of transport but has seen little meaningful commercialization.
Companies are now pulling back funding as other solutions take precedence. Financial markets are skeptical of “moonshot strategies” without clear business models. Transition leaders must demonstrate how they will scale innovation into cash flow and not just pilot projects. To help navigate these tensions and build shareholder value, executives must lead on three fronts: vision, brand positioning, and culture, with investor expectations deeply integrated into each. 1 VISION Anchor in reality, signal ambition STRATEGIC LEADERSHIP FOR THE TRANSITION ERA Vision is not about slogans. It’s a strategic narrative that aligns internal priorities, external messaging, and investor confidence. A credible transition vision should: • Be grounded in physical and financial feasibility (e.g. grid readiness, permitting, commodity exposure). • Include defined milestones and investment stages, not just 2050 targets. • Signal resilience under multiple policy and market scenarios. The market rewards transparency, predictability, and execution discipline. But today’s environment demands a nuanced tone that acknowledges risk and fragmentation, not just ambition. 2 BRAND POSITIONING Decide where you compete—and why As value chains fragment and reform, energy companies must choose their
Leaders must demonstrate how they will scale innovation into cash flow and not just pilot projects.
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ground: renewables, grid services, clean fuels, carbon management, digital platforms, or hybrid models. Strategic brand positioning shapes: • R&D investments and partnerships. • M&A targets and integration playbooks. • Talent acquisition and capital prioritization. Generalists are losing favor. The winners will be those with a differentiated, scalable thesis for where they play and how they win in the low-carbon economy. And importantly, this means having the foresight to invest in the right technologies despite the lack of global consensus. Capital needs clarity. Until the picture sharpens, leadership must fill the gap with conviction. 3 CULTURE Build for execution and transparency Legacy energy culture is risk-averse, asset-heavy, and regulation-focused. But transition success demands agility, cross- functional collaboration, and digital fluency. Business leaders should consider how: • Executive incentives are linked to climate-adjusted KPIs (e.g. emissions intensity, clean CapEx, innovation deployment). • To promote climate literacy across operations, finance, and engineering teams. • To invest in transparent investor relations, including climate risk disclosures (e.g. TCFD, SEC, CSRD). Companies that embed ESG performance into compensation and culture see stronger ESG ratings, higher index inclusion, and better access to sustainability-linked finance instruments.
M&A AND PARTNERSHIPS: FAST-TRACKING CAPABILITY AND SCALE
No energy company can transition alone. Timelines are too short, the skills gap is too wide, and the infrastructure requirements are too vast. Strategic collaborations—whether through joint ventures, alliances, or acquisitions—are essential to: • Access new technologies or talent (e.g. hydrogen, battery storage). • De-risk project finance and regulatory hurdles (e.g. CCS hubs, grid expansions). • Secure upstream or downstream integration to lock in cost and margin stability. Markets support high-conviction mergers and acquisitions (M&As) that fill capability gaps and accelerate revenue growth, particularly in underserved clean tech verticals. The key is alignment: opportunistic deals without synergy and clarity erode credibility and capital support. The "great balancing act" is not a drag on performance. It is a test of leadership and a lever for growth. Companies that balance discipline and ambition, speed and scale, resilience, and reinvention will define the future of energy. They’ll attract capital, outperform in volatile markets, and win the confidence of shareholders looking for more than compliance—who look for conviction.
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THE CHANGEMAKERS DRIVING INTERNAL VALUE
Brand
How changemakers use brand to drive real internal change. Rebels
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I n an era of business transformation, brand is often misunderstood and dismissed as decoration, confused with advertising, or seen as optional flair rather than foundational force. But for changemakers—those who challenge the status quo and dare to do things differently—brand is the critical strategic lever for internal alignment, customer clarity, and business momentum. These are the brand rebels. They don’t just talk about differentiation. They live it, breathe it, and build it from the inside out. Inspired by a candid discussion among such rebels, including marketing and brand leaders across B2B, tech, energy and beyond, these insights reveal not only the hidden value of brand but the bold strategies and emotional intelligence it takes to make brand matter inside a business. BRAND STARTS INSIDE: ALIGNMENT BEFORE AMPLIFICATION Rebels understand that internal alignment is not a nice-to-have—it's key to success. As several leaders noted, real traction requires a successful "anchoring" process: working stakeholder by
stakeholder, understanding motivations, fears, and functional realities before a formal ask or proposal is made. “You basically have everyone on board in their own language before you enter the boardroom,” said one brand rebel. This internal lobbying—often one-to-one, long before boardroom presentations—ensures the final strategy feels co-created, not imposed. When stakeholders see their fingerprints on the idea, they’re far more likely to support it. INFLUENCE IS A LANGUAGE GAME Rebels know the key to moving change forward isn’t always data, but storytelling in the right dialect. Whether working with engineers, partners, or executive sponsors, the most effective brand leaders translate ideas into stories and lanugage that is designed to resonate. As one leader explained, "Sports metaphors worked wonders with our engineers. It just clicked.” Whether that’s using financial ROI for CFOs, risk mitigation for ops, or customer loyalty metrics for sales, the art is in finding the emotional and logical hooks for every persona around the table. >
Will Bosanko CEO, UK and Europe, Brandpie
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THE CHANGEMAKERS DRIVING INTERNAL VALUE
Brand is who we are. It’s the trust we’ve earned,
KEY INSIGHTS What brand rebels know that others don’t
the market position we
hold, the reason customers pay more for us.
A great brand doesn’t just help you sell. It helps you:
RECRUIT
RETAIN
LEAD
It helps you survive downturns and justify premiums. It becomes your reputation, your reason, your rallying cry.
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> BRAND IS BUSINESS STRATEGY, NOT SURFACE-LEVEL FLUFF There’s a recurring frustration among brand leaders: the misperception that brand equals "colors and logos." That branding isn’t "real work." "We need to keep re-educating people: the logo is tactical. Brand is who we are. It’s the trust we’ve earned, the market position we hold, the reason customers pay more for us.” To overcome this, rebels come armed with evidence. Lifetime value of customers. Share of search. Voice of customer insights. Application volumes for recruitment. Trade show footfall. Pricing resilience. Churn data. These metrics speak the language of growth and market share, and they are born from strong brand equity. THE POWER OF EMPLOYER BRAND: YOUR PEOPLE ARE THE MESSAGE Many changemakers discovered that internal brand alignment didn’t just help with executive buy-in but made recruiting and retention measurably stronger. Especially in competitive markets or post-merger environments, a weakened employer brand becomes painfully visible in application rates and employee engagement. Rebels build internal belief by including employees from the beginning, running global workshops, integrating feedback loops, and empowering teams as brand ambassadors. When people help shape the brand, they’re far more likely to share it, defend it, and live it. In some countries, organizations operate with an ethos of humility. That’s often a strength. But it can become a handicap when it means great stories go untold, or bold positions are watered down out of fear of overpromising. HUMBLE DOESN'T HAVE TO MEAN INVISIBLE As one leader said, "We’re the biggest renewable energy producer in Europe— and no one knows it.
We were 97% renewable but scared to call ourselves ‘leaders’ because it wasn’t 100%." In a world where fossil fuel companies claim to be green leaders based on 3% of their portfolio, brand rebels must give their businesses the confidence to show up. Authenticity and ambition are not mutually exclusive. You can be honest about the journey and proud of the destination at the same time. SETTING BRAND ASPIRATION One of the most powerful insights shared was regarding brand leadership in defining an aspiration so compelling that it both motivates and mobilizes not just the market, but your own people. This aspiration isn’t about perfection. It’s about setting a clear standard of intent; a benchmark that challenges your organization to rise, stretch, and grow. Aspiration also creates accountability. It unites teams under a shared vision and gives every action—from hiring and R&D, to investor communications—a cohesive, strategic North Star. THE CHANGEMAKER'S BURDEN—AND OPPORTUNITY There was a collective sense in the discussion that brand leaders today spend too much time justifying their existence. That the discipline has a brand problem of its own. "Wouldn’t it be nice if proving the value of what we do wasn’t 50% of the job?" Until then, we do the hard work. We gather the data. We build the story. We show up to every round of stakeholder meetings with clarity, confidence, and a bit of cunning. Because if you’re reading this, you’re likely a changemaker too. You know that brand isn’t fluff. It’s a force. And when used well, it can move businesses, and people, toward something greater.
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ENERGY VOICES: NAVIGATING VOLATILITY
In conversation with
George Edgar Head of Marketing EO Charging
Tim Morris Head of Corporate Communication Associated British Ports (ABP)
David Slattery Head of Marketing Pinergy
Ian Fisher Brand, Marketing and Communications Specialist Katharine Barney Head of Corporate Communications North Sea Transition Authority (NSTA)
Marc Cousins Head of Marketing Carbonify
Filipa Lopes Ribeiro Head of Brand Strategy Galp
Nick Whitfield Communications Manager Future Biogas
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In conversation with energy brand leaders
Navigating
Six ways energy brands can thrive amid uncertainty. volatility
T he energy industry has always been shaped by cycles of disruption, but today’s volatility is perhaps more pronounced than ever. From an investor’s standpoint, there were few bumps in the road. According to the IEA’s latest Global EV Outlook report, the stocks of companies related to EVs have consistently outperformed general stock markets and major traditional carmakers since 2019. Oil and gas demand is rising again, net zero ambitions are in flux, and political shifts in the US and Europe are making the path to a low-carbon future more complex. COP30 funding is under pressure, the US has frozen support for green projects, and international conflicts are fragmenting global trade. While long-term climate goals remain, the route to achieving them is far from straightforward. For brands navigating this landscape, the challenge is threefold: securing investor confidence, retaining customer trust, and aligning with changing market and policy dynamics. In our latest Energy Voices conversation, we spoke to marketing leaders and communications experts across the sector. Here are their six actionable strategies for navigating turbulent waters:
1 USE YOUR BRAND AS AN ENGINE FOR GROWTH Volatility tempts cautious retrenchment, but successful brands double down on their identity and purpose. Investing consistently in brand strength creates differentiation and resilience. “Investing in brand is what separates the companies that survive from those that don’t,” says George Edgar, Head of Marketing at EO Charging. David Slattery, Head of Marketing at energy transition company Pinergy, has seen firsthand how brand transformation can drive growth. Founded in 2013 as a residential pay-as-you-go electricity supplier in Ireland, Pinergy has since pivoted toward commercial customers and a broader energy transition offering. That shift required an overhaul of its brand positioning with a renewed sense of purpose: "powering energy transition". “If you don’t have a brand, you’re just selling a commoditized product. Your brand can be your point of difference,” Slattery says. Businesses that focus only on short-term sales ignore long-term brand equity at their peril. “The brands that only invest in lead generation might look successful in the short term, but long term, they fall into a trap,” adds Ian Fisher, Brand, Marketing and Communications Specialist. >
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ENERGY VOICES: NAVIGATING VOLATILITY
Investing in brand is what separates the companies that survive from those that don’t. George Edgar Head of Marketing EO Charging
3 PRIORITIZE AGILITY OR RISK OBSOLESCENCE
In a turbulent market, speed and flexibility distinguish survivors. While a business’s brand positioning and vision should remain consistent, agile communication strategies—adaptive yet rooted in clear purpose—are essential. “Agility is not just a competitive advantage—nowadays it is a survival skill,” says Filipa Lopes Ribeiro, Head of Brand Strategy at Portuguese energy company Galp, noting the need to rapidly pivot messaging without diluting credibility in order to stay relevant. 4 TRUST AND CREDIBILITY DEMAND PROOF, NOT PROMISES Energy brands face scrutiny from multiple directions—investors, governments, and concerned citizens—all with competing priorities. Trust comes from consistent actions and measurable results—not grand promises. The NSTA’s Barney advises brands against making “blue sky” claims and unbelievable promises, instead suggesting they focus on tangible messages that resonate with a public tired of over-promising. “Show them jobs, skills, real impact,” she says. Echoing Barney, Ribeiro says Galp “does not ask for trust”. Instead: “we prove, earn, Communications at Associated British Ports (ABP), agrees. “Be consistent. Be authentic. Be evidence-based. It might sound boring—but it works,” he says. “We face a rising tide of skeptical voices, but the best response is proof: show, don’t tell.” and sustain it through action.” Tim Morris, Head of Corporate
2 STAND YOUR GROUND IN A POLITICIZED MARKET
Political volatility can unsettle strategy, but a stable brand remains purpose- driven and unshaken by shifting policies. Clarity of purpose and staying fact-led offers long-term stability. Katharine Barney, Head of Corporate Communications at the North Sea Transition Authority (NSTA), chooses to steer clear of political rhetoric. Instead, the NSTA’s strategy is to remain fact- based and evidence-led. “We want to be a trusted regulator,” Barney says. “We want to be seen as factual and consistent but at the same time, we need to act in accordance with Government who set the overarching policy”. While aware of potential political and regulatory disruption, Marc Cousins, Head of Marketing at green tech startup Carbonify, is likewise confident that the business’s values-led growth strategy will allow it to scale without losing trust. Rather than diluting its values to appeal broadly, the brand plans to double down on existing believers. “If politics swings further right, we won’t try to convince everyone—we’ll go deeper with the believers,” says Cousins.
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Be consistent. Be authentic. Be evidence-based. It might sound boring—but it works. Tim Morris Head of Corporate Communication Associated British Ports 6
5 BRING YOUR PEOPLE WITH YOU Your employees are your brand’s strongest advocates. Internal alignment is therefore critical, as energy brands navigate a complex and politically charged environment. In a prior role, the company's rebrand was started internally, Fisher says, noting that engineers comprised 88% of staff. “If we wanted a brand that truly resonated, we had to start from the bottom up.” At Future Biogas, the brand’s values are so deeply integrated into the business’s daily operations that they directly shape employee reviews. Communications Manager Nick Whitfield explains: “What impressed me [about Fisher's previous company] was that every employee review listed brand values, and line managers evaluated how well those values were lived.”
ELEVATE TANGIBLE, MEASURABLE VALUE
When markets tighten, brand messaging must shift from emotional appeals to a clear, business-driven narrative that highlights tangible outcomes. Companies need to demonstrate real, quantifiable value to their customers, investors, and internal stakeholders. EO Charging, for example, has shifted its brand narrative away from its technical specs to instead focus on tangible business transformation, Edgar explains. “We’re not selling software. We’re selling outcomes. That’s the biggest shift in our messaging.” Carbonify is similarly leading with commercial clarity over moral arguments. “The emotional angle doesn’t land right now,” Cousins stresses. “We’re leading with: ‘this makes sense on your balance sheet’.”
WHERE BRANDS GO FROM HERE
> We’re hosting a masterclass to discuss the key takeaways from
In an uncertain energy landscape, volatility is unavoidable but brands equipped with clarity, agility, and credibility will emerge stronger. Success hinges not on riding short- term trends but building lasting brand equity,
credibility, and measurable value. Now is the time for energy brands to lead with clarity, confidence, and proof with a clear business vision that is articulated through brand. Wait too long, and the moment will pass you by.
our interview series in June. To register your interest, please scan the QR code
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LEADING WITH CLARITY
clarity
Short-term pressures. Long-term vision. Leadership must balance both.
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When you know what you stand for, you don’t have to respond to every gust of wind. That’s leadership. Dr. Fridrik Larsen , Founder, CHARGE Energy Branding
> Listen to full discussion with Dr. Fridrik Larsen and Will Bosanko on the eRENEWABLE and The Green Insider Podcast—out now.
F or leaders trying to navigate the transition to But according to two of the industry’s most influential brand strategists, now is not the time for reaction. It’s the time for radical clarity. “You cannot build a brand without having complete clarity and alignment around the future vision for your business,” says Will Bosanko, CEO for UK and Europe at Brandpie. “Unless leadership is aligned on who they want to be and what value they’re trying to create, they’re essentially responding at whim to short-term shocks.” Bosanko’s comments came during a recent episode of The Green Insider podcast, hosted by eRENEWABLE CEO Mike Nemer, where he appeared alongside Dr. Fridrik Larsen, Founder of CHARGE Energy Branding. Their message was clear: leaders must look cleaner systems, while simultaneously maintaining energy security and commercial performance, the path forward has rarely been more contested. beyond the turbulence and act with a vision for the future, not just for the sake of brand-building, but for organizational survival. DO YOU KNOW WHERE YOU’RE GOING? How should energy brands respond when tomorrow’s policy outlook is uncertain and public opinion is divided? “You start by aligning the leadership team,” says Bosanko. “You need a North Star. The story you tell— internally and externally—must stay ruthlessly consistent with that vision.” This “ruthless consistency,” he explains, is not about repetition or rigidity. It’s about giving both employees and customers a clear sense of direction in a world increasingly shaped by unpredictability. That internal clarity becomes critical when the external landscape is changing rapidly. Larsen highlights the challenge of navigating elections or fluctuating energy policies in the US: “Do you pivot? Do you wait? Do you say less or more? The only way through that is to understand who you are, what you want to be, and what your customers value.” For Dr. Larsen, who has worked with utilities and
energy retailers across Europe and the US, the conversation revealed a familiar leadership dilemma: how to remain steady when the ground beneath you keeps shifting. “Sometimes people rebrand when things are going rough and that's normally the wrong thing to do,” he noted. He described recent conversations with US-based energy firms uncertain whether to rebrand, restructure or retrench in response to policy shifts. “I tell them: don’t just run off in a different direction. First, understand where you’re going. Then decide how to respond.” Leadership, he said, is about the ability to resist reactive thinking and instead lead with intent. Consistency might sound boring, but in a crisis, it’s what employees are looking for. They want to know where the company is headed. They want to believe there’s a plan. “Internally, brand is what creates alignment,” says Bosanko. “If your employees aren’t clear on what they’re building towards, you’re not going to get consistency in decision-making. Everyone goes off in different directions.” THE ENGINE THAT DRIVES DECISIONS Asked how executives can support employees who may feel anxious or disoriented, Bosanko didn’t hesitate to state that they need a vision they can believe in. “Are they making decisions in line with the business’s future goal? Do they know what they’re building towards?” Amid the noise, companies need leaders aligned on a common direction, what kind of organization they want to become, and how they will get there. “When you know what you stand for, you don’t have to respond to every gust of wind,” Larsen says. “That’s leadership.” As for Bosanko, his parting advice to energy executives facing the pressure of transition is straightforward: “Take the future seriously. Build from it. Let your brand be the engine that turns long-term vision into near-term confidence for your people, your stakeholders, and your customers.”
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RISING STARS
The new faces of energy innovation. Agents
of change
A s energy systems shift, so do the people driving them. A new generation of leaders are bringing human insight to an industry long defined by technology and infrastructure. The Rising Stars of the CHARGE Energy Branding Awards are reimagining what this transition can look like: simplifying the complex, championing people-first technology solutions and leading with relentless optimism, showing that the future can be both visionary and grounded in present-day relevance. PUT PEOPLE BEFORE PLATFORMS The energy sector is a complex machine powered by acronyms, engineering systems, and regulation. But if the future of energy is to be sustainable, it must also be understood. Natalie Goldfarb, Senior Director of Brand Strategy & Digital Communications at the Smart Electric Power Alliance (SEPA), believes the answer lies in a blend of human- centered storytelling and clear, accessible communication that makes complex topics seem relatable and actionable. “You can have the best technology in the world, but if your stakeholders don’t understand or trust it, it won’t scale,” she explains. "You can't scale what you can't explain." This philosophy shapes Natalie’s approach to brand and communications: combining human-centred storytelling—
Brand is the unifying face of a company with thousands of moving parts. It creates clarity. And clarity creates confidence. Mya Wilkes, Senior Content Marketing Manager, Schneider Electric
Poppy Trayner Senior Consultant, Brandpie
RISING STAR IN ENERGY BRANDING AWARD Brandpie proudly sponsors the Rising Star award at CHARGE Energy Branding, celebrating under-35s reshaping the future of energy branding.
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through events like SEPA’s Energy Evolution Summit and amplifying member-led innovations—with data- driven strategy, using performance metrics and audience insights to make complex energy solutions tangible. Mya Wilkes, Senior Content Marketing Manager at Schneider Electric, echoes this need for accessible narratives: "Storytelling becomes the most important thing. People will tune out or feel overwhelmed if we’re not being really intentional about the story we’re telling." It’s an approach that balances long- term vision with present-day realities. “Our clients are public school districts and city agencies,” Mya notes. "For many of them, energy is the fifteenth thing on their list of priorities. Our job is to show how a smart energy strategy can put money back into serving their communities." DESIGN WITH THE USER IN MIND Innovation isn’t innovation unless it works for real people. That’s a mindset Daniel Kirwin, Retail Flexibility Strategy and Program Manager, lives by in his work at Octopus Energy US. "Distributed energy resources, virtual power plants— these aren’t abstract concepts. They’re someone’s thermostat, someone’s EV, their home." Daniel leads initiatives that actively reward customers for their role in grid stability. On days when energy is abundant, his team offers free electricity to encourage usage. During peak periods, customers are paid to reduce demand. "We want people to feel the benefits of the transition in real time,” he says. For Daniel, the path forward is clear: "We want to bring customers into the fold of the energy transition. It shouldn’t be a novel idea. But it still is." Isadora Matos, Marketing and Analytics Specialist at EIQdigital, is on a mission to personalize the energy experience for consumers, motivated by her own frustrating experience navigating the Texas energy market. "Most people are stuck with energy plans that simply don’t fit their lifestyle” she says. "With AI and the data we already have—where you live,
You can have the best technology in the world, but if your stakeholders don’t understand or trust it, it won’t scale. Natalie Goldfarb , Senior Director of Brand Strategy & Digital Communications Smart Electric Power Alliance (SEPA)
your usage patterns, energy habits, smart devices—we can finally recommend energy plans that are truly tailored to each customer’s needs.” She’s helped drive the creation of platforms like Personalized.energy, which uses AI-Powered Search Engine to forecast personal and home energy usage history to provide tailored energy plan recommendations. "Before, energy used to be sold door-to-door—you’d sign up because someone showed up at the right time. Now, we’re using data to offer tailored plans the way Spotify suggests your next song based on your listening history and habits. It’s the same personalization logic, just applied to energy," she explains. From replacing static FAQ pages with conversational AI >
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RISING STARS
1 Put people before platforms.
2 Design with the user in mind.
This year’s Rising Star in Energy Branding award nominees shared their insights on what the future of energy holds, and how brand can play a crucial role. Their unifying advice to leaders:
We want to bring customers into the fold of the energy transition. It shouldn’t be a novel idea. But it still is. Daniel Kirwin, Retail Flexibility Strategy and Program Manager, Octopus Energy US
Daniel’s mission is to make that cost- saving potential visible to consumers through brand trust and product innovation. "We want customers to associate Octopus with a brand that does what no one else will do for them. If you trust us, we’ll help you save money and support a greener grid, without asking you to sacrifice comfort." For Isadora, the mindset shift is about breaking away from outdated, one-size- fits-all thinking. “Electricity has always been sold around fixed usage tiers—500, 1,000, or 2,000 kWh. But no two homes use energy the same way. AI allows us to predict each customer’s actual usage and tailor plans accordingly,” she explains. "It’s like moving from off-the-rack to made-to-measure." But she’s clear that change won’t happen overnight. "People aren’t used to thinking about energy this way. Most don’t want to spend more than six minutes a year on their electricity plan, yet they’re frustrated by their bill every month. We’re in the middle of a mindset shift, and it’s going to take time." BRAND: THE UNSEEN STRATEGIC LEVER Amidst discussions of data, demand, and distributed energy, brand might seem like
> chat interfaces to building personalized plan tools, she’s making energy feel more like a service people understand and trust. Natalie agrees: "We’re finally moving beyond tech-only solutions and starting to center people in this work. Communications and community engagement are no longer add-ons but central to innovation." BUILD SPACE FOR BOLD THINKING If there's one mindset shift these Rising Stars are eager to champion, it's that energy is for everyone and affects everyone. A move away from exclusion, complexity and confusion, and toward access, clarity and relevance for every type of consumer.
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3 Build space for bold thinking.
4 Use brand as a strategic lever.
"It’s not just about technology doing something smarter; it’s about helping people understand why it matters. From the plan selection to finalizing the enrolment, brand is what carries the logic in a way people can follow and feel good about," she explains. Mya agrees: "At Schneider Electric, brand is the unifying face of a company with thousands of moving parts. It creates clarity. And clarity creates confidence, not just for customers, but for internal teams trying to align around a shared purpose." These leaders aren’t just visionaries. They’re navigating the energy transition from the front lines, tackling today’s pressures while holding a clear vision of what tomorrow demands. With fresh thinking and fearless experimentation, they’re not waiting for permission to change the system. They’re already doing it.
an afterthought. But to the Rising Stars, it is a strategic lever. Brand, for Natalie, is more than a logo or a tagline; it’s the community people feel a part of. "When your audience understands and trusts your mission, you’ll see advocates, champions, and change-makers come on board," she says. "People have an innate desire to contribute to something larger than themselves—make your brand the community they can rally behind." Daniel sees brand as a trust contract. "When customers trust you with their thermostat or their EV, it’s because they believe you’ll treat them fairly and deliver value. That trust—that brand—is what allows the energy transition to become real in their homes." Isadora focuses on using AI to personalize the energy experience and she sees brand as the mechanism that helps people trust these new tools.
People aren’t used to thinking about energy this way. We’re in the middle of a mindset shift, and it’s going to take time. Isadora Matos, Marketing and Analytics Specialist, EIQdigital
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SPOTLIGHT: HÖEGH EVI
> Learn more about the world’s first industrial-scale ammonia cracker. Watch the video here.
The transition, made tangible
Inside Höegh Evi’s next bold chapter.
W hen Höegh LNG became Höegh Evi, it wasn’t just a rebrand but a bold commitment. A signal of intent. With a new name came a new brand positioning—to be “The vital link to secure transition”. With 50 years of expertise in floating energy infrastructure, Höegh Evi has long played a critical role in connecting global energy markets through LNG. But as the company looked to expand into clean energy solutions, it needed a brand that reflected its dual ambition: to be a steadying force for energy security today and a catalyst for the energy transition tomorrow. Now, just six months later, Höegh Evi is proving they meant it. At the heart of their latest leap is the launch of the world’s first industrial- scale ammonia cracker for floating terminal infrastructure—a breakthrough technology that makes clean hydrogen production more accessible, cost- effective, and viable at scale. Through this innovation, Höegh Evi is bringing their vision to life as tangible proof of what it means to be the "vital link". FROM STRATEGY TO SUBSTANCE Two years ago, Höegh Evi set a vision to address the energy trilemma: to meet today’s energy security needs through LNG, while enabling tomorrow’s clean solutions through innovation. That vision
Harry Tyler Senior Consultant, Brandpie
Louis Scott Senior Designer, Brandpie
24 Brandpie Energy - Issue 3
diverse, practical energy solutions, and it needs them now. Through innovation like the ammonia cracker, the company is not only contributing to the hydrogen economy, but actively creating the vital link that makes it possible. The message was clear: this is the launch of a new chapter that brings the hydrogen economy into reach. To support the launch, a brand film unveiled the technology Höegh Evi is helping make real. Creatively, the film moves from dark, industrial imagery— evocative of traditional energy systems— into a clean, bright world powered by renewable energy sources. Renders of the technology showcase both the scale of the innovation and the breadth of the brand, striking a balance between technical detail and human impact. While the brand identity itself leans on legacy—deep blues, maritime symbolism, and continuity—the film deliberately breaks from that tone. The visuals are light-filled, expansive, and optimistic. It’s a creative tension, mirroring the wider theme of the energy transition itself: honoring the past while moving decisively toward the future. This launch was the final piece of the puzzle in bringing Höegh Evi’s brand promise to life. TURNING BRAND INTO BUSINESS IMPACT The ammonia cracker is a reputational milestone just as much as it is an engineering achievement. A moment where Höegh Evi is not just talking about change but delivering it. And by making hydrogen scalable via its adaptable floating infrastructure, the business is proving it can drive both energy security and the transition in parallel—that they are the vital link. This is exactly what the brand was built to support: a bold positioning that the business could grow into. This is what it looks like when a brand delivers on its promise. When innovation follows intention. And when transition becomes tangible.
> Find out more at hoeghevi.com
is now in motion and the ammonia cracker is its clearest expression yet, representing a significant leap forward in sustainable energy solutions. When the brand strategy was first defined, it didn’t only represent the business at the time, but also, where it was going. “The vital link to secure transition” was aspirational but deliberately so. It was a stake in the ground for where Höegh Evi intended to lead. This new technology is the result of that ambition: a pivotal moment that connects promise with proof. MAKING THE INVISIBLE VISIBLE Höegh Evi officially launched the technology at Energy House Day 2025 in Norway, during which Höegh Evi’s CEO, Erik Nyheim, took to the stage to present the vision behind the technology. He traced the company’s legacy of innovation—from pioneering floating LNG infrastructure when it was deemed impossible, to now accelerating the hydrogen economy in Europe. In a time when momentum in the transition is everything, the world needs
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CULTURE AS A GROWTH LEVER
26 Brandpie Energy - Issue 3
50 leading CMOs share their insights in our CMO Report: The Tipping Point
Bridging
culture tensions
How CMOs are driving the employee experience to unlock growth.
A s the world grapples with how to secure their cultures. Geopolitical and macro instability, from the war in Ukraine to unrest in the Middle East, continues to test energy security. Meanwhile, pressure from stakeholders to deliver on decarbonization and energy commitments is intensifying. In this sector, the people who will lead the transition—and the internal cohesion that keeps organizations aligned—are no longer soft concerns. They are strategic imperatives. Amid these converging tensions, resilience depends on an organization’s ability to adapt quickly and create clarity for both internal and external stakeholders. Increasingly, internal clarity is being shaped by CMOs, who are applying their unique skills to shaping the employee experience. As a result, many are stepping up as stewards of culture. > reliable power while accelerating the energy transition, companies in the sector are being forced to rethink not just their operations, but
MaryLee Sachs CEO, US Brandpie
Issue 3 - Brandpie Energy 27
CULTURE AS A GROWTH LEVER
> Read the full findings from our CMO Report: The Tipping Point.
> A NEW MANDATE FOR MARKETING Traditionally the champions of brand and customer, CMOs are now applying their skills inward to shape the employee experience (EX) with the same intent and impact they use to shape campaigns and the customer experience (CX). This shift is not accidental but born of urgency. We spoke with 50 leading global CMOs across sectors and every single one agreed that brand promise and internal culture must align. “If you can’t sell your value proposition to your own employees, you’ll never sell it to customers,” said Eva Blatch of OneSubsea, who now serves as both a culture architect and a marketing strategist within her organization. Like many interviewed for Brandpie’s CMO Report: The Tipping Point, Blatch sees a direct link between EX and CX and believes marketing’s toolkit is uniquely suited to bridge that gap. Shell Energy's Chris Guerrero, VP Customer Integration & Marketing: “If all you’re doing is creating ads, you’re not doing marketing. You’re doing advertising.” Guerrero’s team now manages not only external communications, but also internal comms, executive messaging, and employee engagement across Shell Energy’s portfolio. In the absence of formal ownership of culture, CMOs like Guerrero are filling the vacuum— applying storytelling, brand thinking, and omnichannel engagement to energize their workforce.
you change it is leaders walking the talk,” said Maggie Hawkins of Shell Chemical. For Hawkins, marketing is more than demand generation—it’s a platform for driving trust and clarity during change. It’s about more than just sharing updates but about reinforcing direction, rebuilding confidence, and ensuring that people across the organization feel connected to where the business is headed. In a sector that often feels reactive, Hawkins sees marketing as a stabilizing force and a means of making complexity digestible, and transformation human. A renewable energy company CMO described it this way: “We start from inside. You either have a culture that sustains what you promise externally, or you don’t.” Her team—unusually embedded within the People function—uses brand strategy to unify internal and external behaviors, supporting rapid growth and expansion across Latin America. For companies operating across diverse regions and regulatory contexts, this alignment is both more difficult and more critical. Another CMO from a renewable energy company, who helped lead a multi- year rebranding and cultural refresh, emphasized the challenge of cohesion across borders. “Our brand had to translate across languages and legacy mindsets,” they said. “The internal values couldn’t just sound good—they had to live well.” By simplifying values and aligning culture and brand from the ground up, the business created the conditions for consistent customer experience, even in an organization with a global footprint and regional complexity. Commonwealth Fusion Systems (CFS) faces a different kind of challenge: aligning culture at the pace of scale. With a workforce doubling every 18–24 months, CMO Joe Paluska is building
If you can’t sell your value proposition to your own employees, you’ll never sell it to customers.
Eva Blatch, Corporate Strategy & Brand Manager, OneSubsea
CULTURE CAN NO LONGER BE COMPARTMENTALIZED
Across the board, energy CMOs are rejecting the old notion that brand is external and culture is internal. These functions are now fluid and inseparable. “The culture is what it is. The only way
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Across our interviews, energy CMOs are applying this arsenal with increasing precision: LINKING EX AND CX CMOs are mapping the internal employee journey with the same care they give to the customer journey. Culture training must be embedded into business strategy, with insights from brand trackers and employee feedback utilized to create an authentic, lived experience of the brand—from the boardroom to the field. STORYTELLING TO MOBILIZE EMPLOYEES Storytelling is being used to humanize strategy, inspire alignment, and connect employees to the brand’s deeper purpose. From our research, we heard about the impact of storytelling in making organizational change relatable, anchoring values across geographies, and simplifying cultural narrative for global translation. DIGITAL FOR A UNIFIED BRAND EXPERIENCE Digital tools and data are powering this transformation. CMOs are applying targeted content, analytics, segmentation, and omnichannel distribution to internal engagement to turn the employee audience into a measurable, influenceable community. UTILIZING BRAND IN TALENT ACQUISITION Brand is being used as a magnet for talent. The same techniques used to attract and convert customers—distinctive positioning, emotional storytelling, tailored messaging—are now being deployed to win over top candidates. Many CMOs are applying “account-based recruiting,” treating job candidates with the same personalization and brand-led experience as potential clients.
what he calls a “cult within CFS”—a brand culture driven by mission, clarity, and immersive experience. “It’s not about comms,” he said. “It’s about experience. It’s about engagement.” LEVERAGING MARKETING’S MUSCLE If there is a shared advantage CMOs bring to this new cultural remit, it is their fluency in storytelling, digital aptness, and utilizing brand for talent acquisition. As Blatch noted, HR’s traditional tools—surveys, policy, process—aren’t always sufficient in a hybrid, distributed, digitally-driven workplace. Marketing, by contrast, is built to communicate across channels, to use data to optimize engagement, and to construct narratives that unify. This is where CMOs are stepping in to complement HR. CULTURE AS A GROWTH LEVER Once considered the domain of HR, culture is now recognized as a powerful lever for performance. In the energy sector, sustainable growth is dependent on cross-functional harmony—particularly between the CEO, CHRO, and CMO. Internal culture must align seamlessly with the external brand promise to deliver the kind of customer experience that builds trust and loyalty. Each function brings distinct expertise to this partnership. The CEO sets the overarching strategy and vision. The CHRO ensures employees are equipped with the tools and training to thrive. And the CMO, with their skill in designing emotionally resonant, multi-touch experiences, brings the brand to life inside the organization, connecting EX to customer outcomes. In a moment when talent, trust, and transparency are critical to future performance, this is the foundation for future-ready, growth-driven organizations.
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