As we approach year's end and the holidays season, it's a period of both reflection and planning for everyone.

2025 has been a rather turbulent year for the sector, with sweeping policy reforms, global trade wars, and an investment squeeze. For many, it's been a year of consolidation, or in some cases survival. However, in BESS it has driven an even deeper focus on extracting maximum ROI from every project and a more considered approach throughout the project lifecycle - every decision is now scrutinised with a significant importance placed on clear data. What has encouraged me is the collaboration I'm seeing between developers, asset owners, optimisers and O&M / Asset Managers.

From a talent perspective, it' safe to say we're experiencing a "soft" market at the moment. Here's my advice to business leaders thinking this is an opportunistic time for a quick win hire... be careful!

Events

Recently Hyperion co-hosted the Climate Coffee event - a breakfast networking event at our offices in London. A real success with 60+ people in attendance - we look forward to hosting another in the future!

Market News

Global Deployments To Date 39% Up

Cumulative BESS deployments in the first ten months of the year have now reached 156GWh, up 39% year-on-year, according to recent research by Rho Motion mainly dominated by China (no shock there!)

Europe Close To Reaching Key Deployment Milestone

In the world of cleantech scale-ups and scale-ups, few things are more misunderstood, misused or more critical, than board composition.

A well-structured board isn’t just a governance checkbox, not at start-up or scale-up stage. It’s a strategic asset. The right Chair or Non-Executive Director (NED) brings pattern recognition, investor credibility, and the kind of domain expertise that helps founders navigate scale, fundraising, and risk. The wrong board composition, or no board at all, can quietly stall a company’s trajectory, or worse, be a big factor in its demise.

Earlier this year, we partnered with a client to dig deep into this topic. As part of a broader engagement, we produced a detailed benchmarking report on NED and Chair compensation across European cleantech startups, from Seed to Series C. We’ve now released a shorter, public summary of that work, and I wanted to share this with you, with a few highlights and reflections.

There’s No “Standard” Package. And That’s the Point

One of the clearest takeaways: there is no one-size-fits-all model. We saw Chairs working pro bono for equity, and others earning €60–70k retainers with up to 2–3% equity. NEDs ranged from equity-only roles to €50k cash plus matched equity. These aren’t outliers, they’re reflections of different motivations, stages, and negotiation dynamics.

VCs often keep cash low to test alignment. Equity is the primary lever: typically 0.5 -1% for NEDs, 1 - 2% for Chairs, rising to 3% in exceptional cases. UK companies tend to offer higher cash than their continental peers. And committee roles or consulting add-ons can push compensation higher, especially during fundraising or strategic shifts.

Three Archetypes Emerged

We identified three broad NED profiles:

• The Builder – Gaining board experience; lower pay, modest equity.
• The Professional – Portfolio board career; seeks clear value in both cash and equity.
• The Mentor – Purpose-driven; often working pro bono or close to it.

Each brings different strengths, and different expectations. Understanding which profile you’re hiring (or embodying) is key to structuring a fair and effective engagement.

Why This Matters

If you’re building a board: this report can help you benchmark intelligently, not blindly. It’s a directional snapshot, not a blueprint, but it’s grounded in real conversations with Chairs, NEDs, and VCs across the UK, Germany, and the Netherlands.

If you’re pursuing a portfolio career: it offers clarity on what’s typical, what’s negotiable, and where your value might sit.

And if you’re an investor or founder thinking about board refreshment, succession, or structure: hopefully this is exactly the kind of insight that can help you build with intent, not inertia.

Our Role at Hyperion

At Hyperion, we work exclusively in climate and cleantech. We’ve placed many Chairs and NEDs and hired across 19 countries, and we’re trusted by founders, investors, and boards to bring clarity and confidence to these decisions. We're advisors, not just recruiters.

Whether it’s compensation benchmarking, board search, structuring advisory support, or hiring at senior and executive level, we’re here to help build boards and businesses that scale with purpose.

If you’d like a copy of the summary report, a link is below, if you want a pdf version drop me a line, or if you want to talk about your own board plans, let's have a call. I'm always happy to share what we’re seeing in the market.

https://interactive.hcgroup.global/hyperion-ned-comp-report-general

Whatever else you do, don't underestimate the value, or cost, of your Board composition.

David Hunt

I've recorded over 155 Leaders in Cleantech episodes, and only had a small number that I didn't really rate or enjoy, but every so often, a conversation really sticks with you. My recent chat with Gregory Dewerpe, Founder of NOA Capital (formerly A/O), was one of those.

Greg doesn’t do safe answers. He’s thoughtful, sharp, and refreshingly blunt about what he thinks is working, and what isn’t, in European climate investing in particular.

And one comment in particular hit home:

“In Europe, we have companies that can tap into so much non-dilutive funding or government money that they just keep going for years. We’re enabling them to stay idle forever.”

That one sentence could probably start a fight in most policy circles. But I don't think he's wrong. I'd love to know if you agree, or otherwise!

The European Safety Net That’s Holding Us Back

Greg suggests that across the continent, too many startups are living on life support - surviving on soft loans, grants, or state-linked LP money, rather than market validation.

It comes from a good place. Governments want to support innovation, protect jobs, and accelerate the energy transition. But the result is often the opposite: we slow down innovation by keeping weak companies alive and tying up talent and capital that could be driving the next generation forward.

I’ve seen it first-hand. In my search work, I meet brilliant engineers, operators, and commercial leaders who are quietly frustrated. They’re stuck in organisations that won’t die, but also won’t grow.

And when companies don’t fail, talent doesn’t recycle. Lessons don’t get reused. Innovation doesn’t compound..

It’s a quiet drag on our whole ecosystem.

Failure, Fear, and the Cultural Gap

Greg put it perfectly: “We should stop comparing ourselves with the US. We’ll never be them - and that’s okay.”

He’s right. We don’t need to be the US. But we do need to be more comfortable with failure.

In Europe, a failed business is still a scarlet letter. In the US, it’s often a badge of honour. I’ve lived through this myself, having built, grown, and ultimately crashed a solar company years ago. It was painful, yes, but it also taught me more than any MBA could have.

That kind of learning, and the chance to apply it again, is what keeps ecosystems alive. We just make it too hard for people to bounce back.

The Talent Bottleneck

The slow failure cycles in Europe don’t just stifle capital; they stifle careers. If a company is propped up for years, it holds on to great people who could be building elsewhere.

That’s something I see often in cleantech, talented teams constrained by legacy, debt, or dependency on public funding, and chasing grants. As Greg said, “There’s nothing worse for an entrepreneur than being stuck in the wrong business forever.”

He’s right again. We need faster recycling — of people, ideas, and capital — if we’re serious about competing globally.

Smarter, Not Just Greener

What I love about NOA’s approach is that it echoes my own thoughts (is that confirmation bias?), and is rooted in realism. Greg’s mantra is simple:

“The built world doesn’t need to be greener; it needs to be smarter. Make it smarter, and it will be greener.”

That’s exactly where the climate conversation needs to go, from idealism to execution, from slogans to systems that work.

And that’s also where AI comes in. Greg’s view is that “AI has never been more physical”, that it’s the physical world (grids, buildings, infrastructure) where AI can actually do something useful. Not in yet another consumer app, but in improving how energy and resources flow through the real world. How much energy and talent is wasted generating AI slop that does nothing positive for humanity, and often harms it!

Economics, Not Altruism

As Greg said towards the end of our conversation:

“We shouldn’t build climate on altruism. Adoption happens when solutions are cheaper and more efficient.”

Climate tech wins when it makes economic sense, when the best choice for business is also the best choice for the planet. It's about building better tech that's cheaper to own and run, like an electric vehicle. Populist leaders can advocate for coal and oil as much as they want, but businesses and consumers will buy what's better and cheaper

That’s the reality founders, investors, and policymakers need to accept. Because the future won’t be built on good intentions. It’ll be built on great companies that earn their survival. And for that they need great people of course.

And to get there, we’ll need to let a few fail first.

🎧 Listen to the full conversation: 👉 Leaders in Cleantech – Gregory Dewerpe, NOA Capital On all podcast platforms and YouTube.

Q3 2025 saw notable shifts in renewables across Europe and America. In Europe, expansion slowed for the first time in over a decade, largely due to reduced subsidies, placing 2030 targets at risk and exposing grid infrastructure bottlenecks. Despite this, investment rebounded, with major capital flowing into offshore wind and grid upgrades. In America, passage of the OBBBA eliminated federal support, driving industry consolidation and shifting attention to speed and scale in project delivery using storage and AI.

European Market Trends

Solar growth is facing setbacks amid policy shifts

Policy changes are slowing solar deployment across Europe. Cuts to subsidies in Germany, France, and the Netherlands have reduced projected installations. Despite solar briefly surpassing nuclear and fossil fuels in June, Europe is on track for 723GW of capacity by 2030 - below the EU’s 750GW target.

Grid infrastructure struggles to keep up with renewable energy growth

Wind and solar expansion continues to outpace grid development, creating saturation, negative prices, and reliability issues. Portugal faced major blackouts in Q2, prompting a €400m investment in grid upgrades and large-scale BESS. The European Commission has released new guidance on planning, connection charges, and tariffs to accelerate renewable integration.

Surge in renewable energy investments

Investment momentum remains strong, with capital shifting back to Europe after US market changes. Offshore wind in the North Sea is attracting significant attention, while Iberdrola’s €100bn commitment through 2031 highlights confidence in regional growth.

Decline in residential installations

Residential rooftop solar is weakening due to subsidy cuts and lower electricity prices in Austria, Belgium, Hungary, Italy, and the Netherlands. Utility-scale and C&I solar remain resilient, even as negative pricing pressures persist.

European Talent Trends

• Technical, Operational and Strategy: Rapid expansion to meet 2030 climate goals has created significant technical, operational and strategic talent needs. There is intense competition and skill shortages, fuelling focus on retention and new talent attraction, often looking at tech and construction sectors.
• Grid experts: Many developers/IPPs are looking for key grid experts with a mixture of engineering and commercial acumen, to help reduce project bottlenecks.
• UK growth: Recent reforms to the electricity grid which have created a favourable environment for new renewable projects is expected to create future demand for jobs.
• Key Project Leadership: Crucial for businesses to scale infrastructure, ensure timely project deliveries and navigate new regulations.
• Digitalisation & AI: Increasingly complex energy systems are creating the need for smart grid analysts, energy data scientists and AI-driven technology developers.

USA Market Trends

Policy shifts prompt industry consolidation

The July passage of Trump’s One Big Beautiful Bill Act eliminated key tax credits and $13B in federal renewable funding. This has driven M&A activity, with PE-backed firms and utilities acquiring projects and smaller companies. In August, CBRE Investment Management acquired ClearGen.

Investment in manufacturing continues to increase

Despite policy uncertainty, Q3 investment in clean energy manufacturing remains strong, supported by the IRA. Solar and battery OEM capacity continues to expand, though full vertical integration is constrained by reliance on imported components under new FEOC rules.

Renewable energy capacity growth slows

US renewable capacity is still growing but at a slower pace due to policy, permitting, and tariff challenges. Offshore wind faces setbacks, including a pause on Ørsted’s Revolution Wind project, while states like Texas, Arizona, Ohio, and Indiana see strong solar growth.

Data centre energy capacity demands

AI is driving energy demand, with data centres expected to add 100–200 TWh annually by 2030. Renewables and LNG will be critical. Google announced a $25B expansion of AI/data centre infrastructure across PJM in July.

USA Talent Trends

• Executional Leadership: Need for those who can drive projects NTP and COD quickly, with airtight processes and operational discipline.
• AI & Data Centre Demand: Creating opportunities for leaders who can navigate direct partnerships with data centre buyers and align utility-scale development with AI-driven demand.
• Community & Political Engagement: Developers increasingly require talent that can manage opposition to operate alongside technical delivery.
• Capital & M&A: Consolidation is accelerating the need for professionals skilled in structuring deals, managing portfolios, and attracting long-term capital.
• Policy Adaptation & Strategy: Leaders who can pivot quickly in response to shifting ITC/PTC timelines, FEOC guidance, and regulatory uncertainty are now essential.

You can read, download and share our full Q3 Market and Talent Review here: Hyperion Market Reviews

Q3 2025 marked sustained yet complex growth in the Energy Storage and Grid sector. Record BESS deployments, particularly in the U.S, were offset by policy uncertainty, trade tensions and challenging investment conditions for technology providers from outside of Asia. Nonetheless, there is excitement around the huge demand opportunity that datacentres and AI will bring for Energy Storage and the continued emergence of longer duration storage technologies.

Market Trends

• Grid-scale storage in Europe expanded rapidly, especially in Italy, Germany, and the UK, driven by high renewable penetration and growing flexibility needs. This is dominated by grid-scale projects but the investment cases are growing for C&I as behind-themeter revenue opportunities increase across Europe.
• Long-duration energy storage (LDES) technologies gained traction, with Italy’s 10 GWh MACSE auction, 77 UK projects
  progressing under the cap-and-floor mechanism, and Google partnering with Energy Dome to decarbonise operations.
• Energy security and supply chain resilience remain key priorities. Governments are pushing for local manufacturing to reduce reliance on Chinese imports, though competitiveness and financing challenges persist.
  • Grid constraints continue across several markets. The UK’s NESO reforms aim to ease connection bottlenecks, and following Iberian blackouts, Spain increased its grid investment cap by 62% and Portugal committed €400M investment, and German policy changes could remove fee exemptions for storage between 2026-2029, threatening project viability.
• In the U.S., record BESS deployments in California, Texas, and Arizona contrasted with new policy uncertainty stemming from the “One Big Beautiful Bill Act” (OBBBA) and “Foreign Entity of Concern” (FEOC) regulations.
• The AI revolution energy demand is accelerating large-scale BESS adoption for utilities and IPPs, as datacentres require faster, more flexible clean power solutions.
• AI-driven forecasting, optimisation, and trading tools are becoming essential for maximising storage asset performance and
  returns.

Talent Trends

In Q3, hiring shifted toward project execution, new-market expansion and supply chain resilience. Demand increased for:

• Project Engineers and Managers – delivering large-scale deployments.
• Territory Expansion Leaders – establishing new country or regional operations.
• Grid Managers – navigating evolving regulatory and connection landscapes.
• Asset Optimisation Specialists – maximising returns from complex BESS portfolios.
• Supply Chain Leaders – securing and stabilising battery and component supply.

Key Deals

• Fidra Energy reached financial close on the UK’s largest BESS project (Thorpe Marsh) totalling over L1Bn in equity and debt financing.
• The EU Commission pledged €852M in battery manufacturing grants.
• The UK’s National Wealth Fund, Equitix, and Aware Super (two private investment firms) invested L500M in Eelpower’s grid scale projects.
• Sympower and Suena raised €27M combined to accelerate the rollout of their BESS optimisation and flexibility software.
• FlexGen acquired Powin’s IP and key assets following bankruptcy.
• Lyten acquired all remaining assets of Northvolt, including gigafactories and IP valued at approximately $5 billion.

You can read, download and share our  full Q3 Cleantech Market & Talent Review here: Hyperion Market Reviews

Through our Leaders in Cleantech podcast, I’ve been lucky enough to speak with over 155 founders and leaders at the sharp end of the energy transition. And while the tech is often fascinating, it’s the human side of building cleantech businesses that consistently stands out.

Two recent guests - Joachim Lohse, CEO of Ampcontrol, and Emmanuel Masini, CEO of Mantle8, offered very different perspectives. One’s scaling a software platform enabling fleet electrification. The other is exploring the next frontier of energy -natural hydrogen. But both are wrestling with the same core challenge: how to build high-performing, resilient companies in a fast-moving, high-stakes sector.

And let’s face it, that’s no small task.

The Myth of the Overnight Success

Joachim’s story begins not in a venture studio or accelerator, but in quiet consulting offices - blogging on LinkedIn about grid innovation before it was fashionable. That curiosity eventually led to the founding of Ampcontrol, now helping major fleet operators and depots across the globe solve for grid constraints, uptime, and optimisation.

It wasn’t glamour - it was grit. “The difficult moments always feel bigger than the wins,” he told me. “But if you get the right people around you, it gets lighter.”

Emmanuel, meanwhile, is building something far more speculative. Mantle8 is one of a small but growing number of companies pioneering natural hydrogen - an energy source that’s geologic, renewable, and not yet widely commercialised. It's risky. It’s bold. And as he acknowledged, it’s deeply personal. “When you choose to work on something this early-stage, you're not just building a company,” he said. “You're trying to convince the world it's possible.”

Culture Is a Leadership Discipline

A recurring theme in both conversations was culture - not as a ‘nice to have’, but as infrastructure.

Joachim described the evolution of Ampcontrol from sleepless nights (“hoping the system didn’t break”) to a company with 24/7 uptime and clients depending on their tech to keep cities moving. But that transition wasn’t automatic - it took real investment in hiring, leadership, and systems. He’s built an international, remote-first team of nearly 30, with off-sites and in-person collaboration to keep the bonds strong. “It’s like a marriage,” he said. “The more challenges you overcome together, the stronger the team becomes.”

At Hyperion, we’ve seen this time and again. Culture doesn’t scale by accident. It either scales intentionally or it starts to fracture. And when you’re working in critical infrastructure - from software that powers EV fleets to emerging tech like hydrogen exploration - that culture has to hold under pressure.

Navigating Complexity (Without Losing Your Mind)

There’s a psychological toll to building in this space that often gets overlooked. You’re innovating under regulatory uncertainty, long development timelines, and existential climate pressure. And when things go wrong - as they inevitably do - it’s often the founder who takes the hit. That’s why it was so refreshing to hear both Joachim and Emmanuel speak honestly about the weight of leadership, and the importance of resilience, patience, and aligned teams.

Joachim summed it up well: “As the company grows, you have more support - but the decisions also get heavier. You can't pivot every two weeks anymore. You have to plan, and bring people with you.”

It reminded me too of my earlier conversation with Joe McDonald of tem Energy, who talked about building teams with intention from day one - including making their first hire a Head of People. In each case, it’s clear: great tech doesn’t scale without great leadership.

3 Takeaways for Cleantech Founders and Operators

🔍 Stay curious, stay close to the problem
Every one of these founders started by obsessing over a problem, not a product.

🧭 Culture is strategy
Hire intentionally. Communicate often. Build systems that reflect your values.

⚙️ Embrace complexity - but don’t romanticise it
This sector is hard. That’s why mindset, team, and resilience matter just as much as technology.

If you’re building, investing in, or scaling a cleantech company - and you’re feeling the pressure - you’re not alone. These conversations are a reminder that everyone is navigating complexity, uncertainty, and imperfect conditions.

But the upside? This is where the impact lies.

🎧 Listen to the full episodes here:

We’re proud to share that our Director of Future Mobility, Stephen Robinson, recently joined Liz Allan on the Electric Evolution podcast for a wide-ranging and energising conversation about the future of transport, the evolving EV ecosystem, and the changing face of talent in the mobility sector.

Over the weekend I read a thought-provoking piece in Harvard Business Review: Now Is the Time for Courage. It struck a chord, not just as someone who runs a leadership search firm, but as someone who cares deeply about the cleantech mission and the leaders driving it forward, and as someone who sees value in the philosophy of Stocism, in business and life.

While the article doesn’t specifically mention Stoicism, many of its core principles are, in my view, deeply Stoic in nature. Ideas like acting in accordance with your values, focusing on what’s in your control, making peace with uncertainty, having courage; these aren’t just tools for inner calm, they’re practical strategies for leadership.

And let’s be honest: right now, cleantech leaders are being tested.

Headwinds and Tailwinds

On one hand, the long-term case for the energy and mobility transitions is stronger than ever; record investment, global urgency, unstoppable innovation. On the other hand, political headwinds, funding slowdowns, and policy reversals (hello, U.S.) have made the short term more volatile than it has been in years.

We’re not in crisis. But we are in complexity.

And in complex times, courage is not optional, it’s the differentiator.

What Courage Looks Like in Practice

The HBR article lays out a helpful framework, five concrete actions leaders can take to cultivate boldness and courage, even in uncertain conditions. I share them here, with a few thoughts on how they might apply in the cleantech and climate-tech world.

1. Articulate your ambitions clearly.

“You can’t be bold without something bold to strive for.”

Whether you’re a founder, a fund, or a scaleup CEO, now is the time to sharpen not soften your mission. People need clarity. Not spin, not slogans. Real clarity. What are you building? What are you solving? What’s non-negotiable?

In uncertain conditions, vague goals lead to vague action. Courageous leaders set direction with precision.

2. Embrace discomfort.

“Discomfort is a sign you’re pushing against the status quo.”

Growth is not for the feint-hearted. Hiring in a soft market feels uncomfortable. Opening new markets, launching products, holding firm on your values; none of it is easy.

But comfort is not where change happens. In Stoic thinking, eustress or productive discomfort, is a sign that you’re alive to the challenge. Avoiding it isn’t wisdom, it’s delay.

3. Cultivate discipline.

“Courage isn’t reckless, it’s consistent.”

This is one of the great misunderstandings about bold leadership. Boldness doesn’t mean chaos. It means moving forward with discipline, even in uncertain conditions. In hiring, this might look like being clear on what you need and why, making fast decisions, and not second-guessing once a decision is made.

In cleantech boardrooms, it might mean sticking to long-term goals even when short-term pressures suggest retreat or inertia. Of course don't just burn up your cash runway, maybe being bold is to cut or reallocate costs?

4. Stay close to what matters.

“Bold leaders prioritise direct experience over secondhand opinions.”

Talk to your customers. Visit projects. Meet the candidates yourself. Don’t delegate your understanding of the market or your culture. When you're present, when you're in it, you're less likely to be paralysed by abstract fear, or the fear of others you delegate opinion to.

This is something I’ve always respected about the best VCs and founders I work with: they don’t lead from spreadsheets or press releases. They lead from real conversations and grounded judgment.

5. Connect to your values.

“Fear makes us forget what matters most.”

When everything feels in flux, values become your compass. For me, Stoicism offers a useful framework: focus on what you can control, act with integrity, and don’t outsource your peace of mind to the market cycle.

In our Q2 Market & Talent Review, we talk about how companies with strong internal clarity on mission, values, and team growth and purpose, are the ones that continue to attract top talent, even when others are pausing.

Courage, ultimately, is clarity in action.

A Question of Leadership

The energy and mobility transitions will be led by people. Bold, values-driven, resilient people.

In Q2 we saw several cleantech companies double down on hiring, on expansion, on product. We also saw some hesitate. And the difference between them? Often it wasn’t funding. It was mindset.

So I’d love to hear your thoughts:

• Where are you seeing bold leadership right now?
• Who’s stepping up? Who’s holding back?
• And for those holding back - what’s holding you?
• If you have a particularly bold or cautious leader, how does that make you feel?

This isn’t about reckless risk-taking. It’s about stepping into uncertainty with integrity, direction and courage.

That’s what the best leaders are doing. And that’s what the cleantech sector needs right now.

Final Thought

Courage isn't loud. It isn’t always obvious. But in times like these, it’s the quiet boldness, the let’s keep going, let’s build anyway, let’s make the hire, that will shape and lead the sector.

One of my favourite Stoic concepts is the obstacle becomes the way. You can either pause, or navel gaze, or you can use the obstacle and reevaluate the landscape. Sometimes it is better to hold back, but history in business shows that fortune favours the brave. The art of leadership is knowing what to do in these times of complexity.

I believe at the present moment, the bold won’t just survive this, they’ll define what comes next.

Happy to hear your thoughts as above, or in general, publicly or privately.

David Hunt

If you’ve read our latest Q2 Market & Talent Review, you’ll know we’ve doubled down on a central idea: momentum is a strategy.

In today’s market, time isn’t just money, it’s movement, opportunity, and competitive edge. And in cleantech, where policy shifts and macro pressures are colliding with the urgency of the climate crisis and geopolitics, momentum can be the difference between seizing the moment or missing it entirely.

This isn’t just theory. We’ve seen and heard about it from companies again and again over the last quarter. Great candidates are being lost, not to competitors with deeper pockets, but to companies with faster clocks. The ones that move with clarity and conviction. The ones that know what good looks like, and act decisively when they see it. We are expert at hiring processes that maintain momentum, and deliver the talent needed.

And that’s what this edition of our review is all about: clarity, conviction, and the very real value of pace.

A Quarter of Contrasts - And Convergence

From a market perspective, Q2 was nothing if not layered. In the U.S., the cleantech narrative was rocked by the passing of the so-called One Big Beautiful Bill, with solar incentives stripped back and timelines compressed. Meanwhile, Europe held firm. From battery storage deployments in Germany and the UK to continued EV momentum and solar build-out across the continent, there’s real investment confidence in the air.

The European Commission’s Clean Industrial Deal and Industrial Decarbonisation Accelerator are gaining traction. And while the path hasn’t been without friction; think bottlenecks, permitting delays, and ongoing geopolitical tension, the trend is clear: Europe is serious about scale.

That’s translating directly into hiring demand. In Q2 we saw strong activity in grid flexibility, BESS, and solar project development. Senior commercial and regulatory profiles remain in short supply, and as the report outlines, cross-sector skills and change-management experience are increasingly critical.

But the biggest hiring trend? Not volume. Velocity; not haste but momentum

It’s Not About Hiring More. It’s About Hiring Right—and Fast.

We’ve said this before, but it’s worth repeating: hiring may have slowed, but it hasn’t softened. The appetite for truly high-impact talent is as strong as ever, perhaps even more so. With capital being deployed more cautiously, every hire matters more. The bar is higher. Expectations sharper. Timelines shorter.

And that’s where momentum comes in.

Because in times like these, the cost of hesitation is talent lost. We’ve heard the stories from multiple companies—often those with outstanding missions and strong market positioning—who have missed out on exceptional candidates simply because they didn’t move fast enough, and then ask us to help and fix the problem. At Hyperion we don't rush anything, but we do move quickly and know what keeps momentum in a hiring process.

Building Momentum Ourselves

At Hyperion, we don’t just advise on momentum, we operate by it. And we’re taking our own advice.

I’m delighted to share that we’ll soon be welcoming a highly experienced renewables headhunter to our team. Someone with deep solar and wind expertise, and a network that spans the US and Europe. We’ll announce the full details soon, but let’s just say—we’re getting this one over the line before the Transfer window closes. It's a Wirtz of a transfer!

This is a real boost to our capabilities in solar and wind senior and leadership hiring, and aligns perfectly with where we see demand intensifying in Q3 and beyond. Our Energy Storage and Grid team is also set to be expanding (any great headhunters you know in this space let me know!!)

Market Pressure, Meet Leadership Precision

Across the review, you’ll see themes that repeat: grid strain, regulatory complexity, market volatility. But you’ll also see signs of resilience: rapid innovation, capital movement, and above all, leadership ambition.

Cleantech isn’t short on challenges. But nor is it short on visionary founders, committed investors, and operators who are in this for the long haul.

What they need now is support. Precision. The right person in the right seat, at the right time.

That’s where we come in.

Had a fascinating exchange recently with a successful cleantech founder who'd scaled and exited their business in recent years.

They openly admitted a strong dislike for recruiters, clearly stemming from some negative past experiences.

However, this same founder also confessed to spending 30+ hours a week on recruitment. That's 30 hours pulled away from strategy, product development, gaining commercial traction, fundraising – the core activities that drive a start-up.

And it wasn't just them; their HR and internal team leads were also bogged down, sifting through hundreds of applications.

It made me think:

When you need a leak fixed? You call a plumber.
When you need to re-wire your house? You get an electrician.
When you need to balance the books? You get an accountant
When you systems fail? You consult IT Support
When you need medical advice? You consult a doctor.

You get the gist...

So why do so many founders and HR professionals believe they can manage complex recruitment on their own? It often leads to a massive drain on vital time and resources.

Good recruiters aren't just a cost; they're a vital extension of your business. We're your eyes and ears in the market. We know your competition inside out, we understand the talent landscape, and can compellingly share your story to attract top-tier talent – the kind who aren't just spamming applications.

Don't let a past bad experience cost you and your team countless hours of headache. An experienced search consultant can take that pain away, save you money, and free you up to focus on what truly matters. It's simply naive to think otherwise.

The work myself and my team at Hyperion Search Ltd do has a 𝙜𝙚𝙣𝙪𝙞𝙣𝙚 𝙞𝙢𝙥𝙖𝙘𝙩 on helping cleantech companies to scale. Cleantech isn't just the latest fad for us, we live and breathe it and have been scaling innovative start-ups globally for a lot longer than most. 

Ten and a half years ago, I founded Hyperion Search with a clear mission—to help build the teams that would drive the clean energy and mobility transitions. Over the years, we’ve had the privilege of working with some of the most innovative cleantech startups, scale-ups, VCs, and corporates across the sector.

We’ve built teams in 17 countries, partnered with incredible founders and leaders, and played our part in scaling the businesses that are shaping the future of energy and mobility. We’ve grown year on year (well, almost every year!), had a lot of fun along the way, and built a reputation I’m incredibly proud of. At the same time we built our 'Leaders in Cleantech' podcast to be a market leader, that has gone on to 'influence' many others!

But as the world changes, so do the challenges we face.

The Market Has Grown—So Have the Challenges

The broader world has finally woken up to the need to transition to clean technologies. While we welcome this progress, it comes with turbulence—hype, politics, polarised opinions, economic cycles, and shifting investment landscapes. It creates huge challenges for the companies we serve, and for us as a business.

That’s why, over the last couple of years, I’ve been exploring ways to scale Hyperion Search in a way that keeps our values and mission intact. I wanted to find a partner that could help us grow, give us greater reach, and enable us to make an even bigger impact—without losing the identity and purpose that has made Hyperion Search what it is today.

A Perfect Fit

Through that process, I connected with Paul Chapman and Damian Stewart of HC Group, a global executive search firm dedicated to the energy and commodities sector. With offices in seven global locations, and a stellar track record. Paul also hosts the outstanding HC Commodities podcast. It became clear that our values, outlook, ambitions, and expertise aligned.

After many months of conversations, I’m delighted to share that HC Group has acquired Hyperion Search.

We will continue as a pure-play cleantech search firm—still operating independently, but now part of a select group of companies that play a significant role in shaping the global talent landscape in the energy sector.

This means we will soon have a truly global footprint.

The Next Chapter

This partnership strengthens our ability to solve the hiring challenges of cleantech companies at every stage—from A-round startups to high-growth scale-ups and even the world’s largest corporations as they pivot toward clean energy and mobility. Our purpose remains as strong as ever: Hyperion exists to deliver GENUINE IMPACT for our clients, candidates, and the planet.

As for me, I'm not going anywhere just yet. I couldn’t be prouder of what we’ve achieved as a team over the last decade—or be more excited about the road ahead. We've set ourselves ambitious targets, because the task ahead is a big one. Just as the cleantech sector needs the best talent to succeed, we need the support of the cleantech sector to scale. A virtuous circle. If you have been part of our journey so far as a client or candidate, thank you, if you haven't yet, we're looking forward to supporting you on your journey to success. Together we all move forward.

If you have a hiring headache at Board, C-Suite or Mid/Senior level, we're now even more able to solve that problem for you. Reach out to me and I'm happy to discuss your needs in confidence. Let's put cleantech, renewables, energy storage and emobility on the front foot.

Here’s to the next ten years of driving the clean energy and mobility transitions forward.

 ➡️ Read more about HC Group here: https://www.hcgroup.global/

Many senior executives contemplate “going plural” at some point in their careers — moving from hands-on operational leadership into portfolio work as a non-executive director (NED), chair, or advisor.

But what does it take to do that successfully? What’s the right time, and how do you make the leap from executive to board-level contributor — without losing your edge or sense of purpose?

That’s exactly the journey Monica Collings has taken — from CEO of Vattenfall UK and So Energy, to non-executive chair, advisor, mentor, and one of the cleantech industry’s most respected voices on inclusive leadership, resilience, and strategic culture-building.

I've known Monica for some time and I was delighted to sit down with her recently on the Leaders in Cleantech podcast, where we explored her shift to a plural career, the lessons she brought from the frontline of the energy crisis, and the impact a good board can have when done right. You can listen to the full episode here — but here are some takeaways for anyone considering a path to the boardroom.

🎯 It Starts with Values – Not Just CVs

“I love work,” Monica told me. “But I wanted to do it differently — to help more organisations benefit from my experience, and to have more time for family, while still doing meaningful, fulfilling work.”

That transition wasn’t a retreat — it was a reframing. Monica’s career pivot wasn’t about “slowing down” after years in the hot seat. Instead, she built a portfolio aligned with her values: growth-focused businesses in the energy transition, sustainable infrastructure, and companies that value purpose alongside profit.

That purpose-led clarity is crucial for anyone thinking of becoming a NED or Chair. Board work can look glamorous from the outside, but it requires commitment, discretion, and a willingness to advise without operating. You need to bring insight — and leave your ego at the door.

🛠 What Can You Bring to the Table?

One of the most common questions I hear from experienced professionals is: What qualifies me for a board role?

Monica’s answer is refreshingly direct. “It’s not just about financials. It’s about pattern recognition. I’ve been in that CEO chair. I know what’s coming before it hits. I know how lonely it can be, and I can help.”

Her operational experience — leading teams through the energy crisis, overseeing mergers, scaling customer-centric businesses — now makes her a sought-after board member. But she doesn’t just rely on her résumé. She stays close to the business. She visits sites. She talks to frontline staff. “I’m not a NED who just turns up for the biscuits,” she laughs.

If you’re a would-be NED or Chair, ask yourself:

• Have I led teams through complexity?
• Can I bring a different lens to the boardroom?
• Do I know what not to do, as much as what to do?

Often, what early-stage companies need most is not abstract strategy — but seasoned judgement, cultural wisdom, and the ability to challenge with empathy.

🤝 Why Founders and Boards Need Each Other

Many founders think of boards as a necessary evil. In truth, a well-structured board is a superpower. And for CEOs, especially first-time or scaling leaders, a trusted Chair can be a lifeline.

As Monica said: “The best boards reflect the real problems the company is facing. That might be performance, or succession, or culture. Vanity projects don’t belong at the board table.”

And while boardrooms can (and should) challenge, they also provide support. “I see my role as helping the CEO see around corners — and asking the questions others might avoid.”

Her advice to board candidates? Bring your whole self — but understand the role. “It’s not your job to run the business. It’s your job to make sure the business can be run well.”

🧭 Monica’s Latest Move — And How We Helped

At Hyperion Executive Search, we’ve been privileged to place exceptional board talent across Europe’s cleantech sector — including placing Monica as the Chair of Plug-N-Go, a high-growth business accelerating the roll-out of EV charging infrastructure.

Her appointment brings together her operational depth, her passion for the energy transition, and her boardroom wisdom — a powerful mix in any growth-stage company.

🚀 Thinking of Making the Leap?

If you're a senior executive contemplating a transition into plural roles — or an investor or founder seeking board-level firepower — there's never been a better time.

The cleantech sector needs wise, inclusive, operationally-minded leaders who can guide companies through uncertainty and opportunity alike.

Take a leaf from Monica’s book: be intentional, be curious, and remember — your second career might just be your most impactful yet.

Reflections from my conversation with Danijel Visevic, Managing Partner at World Fund

If you're in the European cleantech ecosystem, you've probably heard of World Fund—the €300 million climate tech VC that’s made headlines for its size, ambition, and science-driven approach. But hearing Danijel Visevic, one of its founding partners, talk about the journey, the vision, and the challenges they’re tackling, adds a whole other layer of perspective.

I recently sat down with Danijel for the Leaders in Cleantech podcast, and it was one of the most open, wide-ranging, and—at times—passionate conversations I’ve had on the show.

From Journalism to Venture Capital – With a Mission

Danijel’s journey isn’t your typical VC origin story. He started out as a journalist, driven by a deep concern for the climate crisis. That led to a stint in politics, including five years working in Angela Merkel’s government. Ironically, he watched first-hand as Germany dismantled much of its early leadership in solar and wind, while incumbents clung to combustion engines, and sold off solar tech and manufacturing leadership.

It was this frustration—and a long-standing friendship with Tim Schumacher—that led him to co-found World Fund. As Danijel puts it:

“I was searching for a way to combine purpose and something financially sustainable. Venture capital was the last place I expected to find it, but it’s where the real leverage is.”

Deep Tech, Deep Decarbonisation

What sets World Fund apart is their rigorous focus on climate impact. They don’t just look at good ideas—they quantify decarbonisation potential. Their investment thesis and threshold? A technology must have the potential to avoid or remove 100 megatons of CO₂e per year. All the climate VCs I work with have some criteria on impact as well as financial return. I like this metric.

That leads them to back a wide range of sectors—from battery recycling (like their portfolio company Cylib) to quantum computing, food systems, space tech, and software tools that optimise consumption.

Most of their capital goes into hard science—hardware, chemistry, manufacturing, energy infrastructure. This requires not only patient capital, but patient conviction.

“Climate is not a vertical—it’s a horizontal. It touches everything,” Danijel said. “And to decarbonise at scale, we need the atoms as much as the bits.”

The Series B Cliff – A European Problem

One theme we returned to throughout the conversation was the Series B funding gap in Europe. This is where things start to get dangerous for startups: they’ve proven the tech, maybe even shown early traction, but need €50–100 million to scale.

Too often, that money just isn’t available in Europe. And so companies:

• Go bankrupt
• Sell their IP to China
• Get acquired or relocated by US investors

Danijel didn’t mince words here:

“We invest billions into research—and then let the IP be bought by other continents. It drives me crazy.”

It’s a structural problem. While the US has 729 funds with over $100 million AUM, Europe has just 44. And only five European funds are over the €500 million mark.

Worse still, regulations like Solvency II discourage pension funds and insurers from investing in VC—penalising them more for backing 500 startups than buying Greek bonds.

So What Needs to Change?

Danijel offered a wish list of reforms:

• Fix Solvency II and make venture a viable asset class for institutional investors
• Grow European funds at a sustainable but more ambitious pace
• Attract more high net worth and family office capital into climate VC
• And crucially—scale exit options so companies don’t always need to list on NASDAQ or look abroad for growth

And Then There's the Talent

Naturally, I asked Danijel about talent—and how much of a role it plays in the investment process. His answer?

“Team is not everything—but it’s the most important part of every company.”

He spoke passionately about the need for honest, mission-driven founders, and about avoiding burnout in a sector where people often give too much of themselves. He also highlighted how World Fund’s LP network—many of them former operators or industry leaders—can open doors to talent and support portfolio companies in very practical ways.

In one case, an LP introduced Cylib’s founder to a former BASF exec—who’s now on the team helping them scale.

As Danijel put it:

“If you burn for something, take care not to burn out. Don’t take yourself too seriously. You’re doing something great—stay healthy.”

Words more founders and investors could live by.

Communications, Complacency, and the Cleantech Bubble

Towards the end of the conversation, we turned to communications—a topic close to both our hearts. Despite all the capital, innovation, and talent in the cleantech ecosystem, we’re still losing the narrative to incumbent industries.

Danijel had some sharp insights here:

“We’re not as good as we should be at communicating the benefits of our technologies. The gas lobby, the meat lobby—they’ve been playing this game for decades. We’re just getting started.”

And he’s right. Whether it’s hydrogen hype, meat subsidies, or public misunderstanding of EVs, we often fail to explain why cleantech isn’t just greener—it’s better. Cheaper. Faster. Cleaner. Tangibly so.

As Danijel said:

“If you’ve driven an EV once, you don’t want to go back. Same with good alt protein. But we need to make that first experience happen.”

Final Thoughts

This episode left me energised and frustrated in equal measure.

Energised—because there are people like Danijel, funds like World Fund, and so many VCs and founders in the cleantech ecosystem, backing bold, science-based innovation with long-term vision.

Frustrated—because Europe is still at risk of squandering its edge in climate innovation through underinvestment, overregulation, and poor storytelling.

Capital matters. So does tech. But if we don’t back the right founders—and help them build the right teams—we’ll never scale the solutions we so desperately need.

🎧 You can listen to the full conversation on all podcast platforms and YouTube, here's the Apple Link- https://podcasts.apple.com/ie/podcast/danijel-vi%C5%A1evi%C4%87-world-fund/id1442356042?i=1000709247348

If you are looking to scale your leadership, executive or non-executive teams, let's have a conversation.

It's a question I pose to my clients at the very start of a new search. Whilst many define it with hard numbers – "£X revenue delivered by X date" or "X projects delivered with X costs saved" – a fair few, though, simply say: "finding the right person." And that really got me thinking...

This weekend, I'll be running the Manchester Marathon, my fourth in five years and the first of two this year. Those four medals will stick with me forever, and they certainly haven't come about by chance. I've put in a serious amount of time and effort over the years, going from someone who couldn't run for a bus to someone who's no longer fazed by running 20 miles on consecutive weekends.

The thought of 26.2 miles though, can seem a bit daunting, but in many ways it reminds me a lot of the strategic graft required in the search for top talent. Finding the right person doesn't just happen overnight. Just like running a marathon, it isn't about a quick dash to the finish line. It involves proper planning and strategy, consistent effort, and the stamina and resilience to go the distance. And more often than not, it requires the skills and experience of someone far more clued up than yourself to help you get there – like a running coach.

Let's face it, everyone wants the best hire, but most of the time, the best talent isn't immediately visible, they're happy, motivated, well compensated and generally flying in their current role. A proper and persistent search is therefore required to uncover and then convince those exceptional individuals to come on board and genuinely drive your business forward and help you achieve your growth ambitions.

Mediocre, so-so talent doesn't take your business to the next level, just like being ill-prepared won't run a marathon for you. So don't rush the hiring process or settle for working with a firm who simply slings the cheapest and fastest CVs at your door. We all know a rushed hiring process has a high probability of ending in disaster - just like a rushed marathon.

That's where Hyperion Search Ltd comes in. Think of a search firm like us as your experienced running partner or coach, leveraging our knowledge and many years of experience to guide you through the twists and turns of the talent landscape, creating and delivering on a strategy to help you cross the finish line with the perfect hire not a rushed one.

If you are looking for senior or leadership talent and want to find the right partner to have a genuine impact on your success in doing so, feel free to get in touch.

Flexibility is now one of, if not the most, important consideration for most professionals we speak to when looking for their next career challenge. 

Therefore, the proposed rule changes around 4 day working weeks in the UK, as highlighted in this article, are very interesting indeed. In fact, they could be revolutionary for work as we know it!

Currently, employees in the UK have the right to request flexible working, but employers aren’t legally obliged to agree. However, that could be set to change with new planned laws which would mean all employers must offer employees the option of flexible 4 day working from day one of employment, except where it is “not reasonably feasible” (What this latter stipulation means, time will tell!)

It's a topic I've heard many people discussing recently and in most cases, positively.

The 4 day week has already been trialled and fully implemented in other countries, such as Belgium, Australia, Denmark etc and in 2023, a trial of over 60 companies in the UK, found approx. 90% of participating companies were positive post-trial and chose to keep the 4 day working arrangements permanently. 

It's a topic close to home too. Here at Hyperion we offer the 4 day flexibility for some of our team members who have requested it, for example those with young children who might be navigating childcare availability and costs. Now in our case it's made easier given we're a Services business and ultimately quality output is the main measure for us. There's no “clock in, clock out” culture - ultimately, if your working pattern means you're delivering against your objectives and aligning with our values, then great!

Some of the positive impacts reported by those who have implemented the 4 day week include:

• Boosts in productivity - Many companies found that output improved after introducing 4 day weeks. With reduced hours, employees were more focused and efficient, so they could enjoy the benefits of the extra day off
• Improved engagement - Better work-life balance made people feel happier and more engaged during their working days. This can really boost team harmony and ultimately performance
• Reduced burnout - according to this BBC article, 71% of the 2023 UK trial reported reductions in levels of burnout
• Hiring benefits - With flexibility being a key driver for many job seekers, offering this arrangement can give companies an edge over competition when attracting top talent

Of course, it's not that easy for all industries and even in sectors where it is more practical, it will take some adjustment for many company leaders (it's been difficult enough to convince some leaders to allow working from home flexibility, never mind 4 day working!). As we know, typically people don't like change!

If you're a business leader faced with the prospect of these new rules, there are some important things to keep in mind:

• Not everyone will want this. Don't assume this needs to be a blanket rule. Some people like and work better in the routine and pace of a 5 day week and therefore may not adjust to a reduced week. 
• Be smart with how this is implemented. It's no use having half your team off on the same day, if you have round-the-clock business. Think about how this can be staggered or on a rotation for your team members
• There should be no concessions when it comes to meeting objectives. This is an employee choice and accountability should come with this flexibility.
• Be careful not to inadvertently create an unhealthy intense, high-pressure work environment by compressing the same workload into four days. Be mindful your employees could end up overwhelmed and not perform at their best or in more severe cases this could impact physical and mental health.
• Less time for critical thinking and reflection. Some of the best business ideas spawn from “free time” where your team can reflect and focus on new solutions. This condensed workload may eliminate those windows of opportunity for creativity and strategizing. 
• You may see top performers crash. In many businesses, productivity is already super high, with fast pace and constant deadlines (those running start-ups know exactly what I mean) so reducing workdays may seem like a benefit, but in fact it might add a new layer of pressure. Instead of taking the extra day to work on themselves, recharge the batteries, or be with their families, employees could instead end up logging into work to catch up on tasks they couldn’t complete during the 4 days, which ultimately defeats the point!

Ultimately, whether this concept works can come down to how it's implemented by the business leaders - particularly how you balance being accommodating of employee's expectations and the needs and expectations of the business. In any successful work model, whether its 4 days, 5 days, or whatever else, the focus should be on the quality of work and the wellbeing of employees. Don't treat them like cogs in a machine!

How do you anticipate the new 4 day working week rule changes affecting your business?

Hyperion supports cleantech and climatetech clients across Europe, to hire top senior and executive leadership talent. If you're looking for support in growing your business, contact me at david.beeston@hyperionsearch.com

Show me the money!

Those of a certain age will remember the famous Jerry Maguire line. I often think of this when discussing the merits of renewables and energy storage with clients. Often clients tell me that one of the core challenges is convincing financers or those outside the industry, on the merits of “going green”. Rolling out technology specs and a bunch of acronyms sometimes doesn't cut it. Sometimes you need to break it down to simple financial terms… Show me the money!

This excellent analysis by Ember highlights the HUGE monetary benefits we could see by ramping up our BESS deployments. Focused on the EU, but applicable globally, the impact BESS can have on not only reducing curtailment costs but also alleviating the reliance on expensive gas generation, is enormous.

Quite simply, who can argue against potentially €9 billion per year in reduced costs?!

Hyperion Search supports Energy Storage and Grid clients to recruit senior and executive leadership talent, who can help their companies to grow significantly. If you're a leader of a Energy Storage & Grid company looking to expand or transform your leadership team, contact me at david.beeston@hyperionsearch.com to discuss how we can support you.