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

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.