We spend so much time talking about startup leadership&mdash;vision, grit, execution, adaptability, resilience. But what about leadership at the board level? What about the Chair?
Too often, the role of Chair is seen as a formality. A steadying hand, a name to impress investors, someone who runs the meeting. At best, a mentor; at worst, a figurehead.
But I would argue that a great Chair can be one of the most under-leveraged assets in a growing company&mdash;and one of the most visible signs of maturity to the outside world. A key driver for growth, for fundraising, for pattern recognition insights, and so much more.
<h3 id="ember172" class="ember-view reader-text-block__heading-3">The Chair as a Strategic Force</h3>
I&rsquo;ve written before about the questions founders should ask themselves about their board. Questions like: Would I rehire this person today? Is this meeting a strategic dialogue or just a status update? If our Chair stepped down tomorrow, who would I call?
But underneath all that is a deeper reflection: do we have the right kind of leadership at board level?
Not someone to make decisions for you. Not someone to chase operations. But someone who sees the whole picture, helps you zoom out when you&rsquo;re buried in the weeds, and has the EQ to challenge without undermining.
This is what high-impact Chairs do. They provide a form of &ldquo;above the line&rdquo; leadership that brings clarity, steadiness, and momentum&mdash;not just to the CEO, but to the entire boardroom.
<h3 id="ember177" class="ember-view reader-text-block__heading-3">What Great Chairs Bring</h3>
Drawing from my own founder experience, my work with cleantech leadership teams, and from running board-level searches across Europe, I see three standout traits in great Chairs:
1. They manage energy, not just agendas
A Chair sets the tone. They influence how decisions get made, how conflict is handled, and how voices are heard. They don&rsquo;t just ask questions; they help shape the conditions for honest, focused debate.
2. They balance challenge with care
The best Chairs know when to apply pressure, and when to offer perspective. They push the CEO to grow, but never step into their shoes. They make it safe to say &ldquo;I&rsquo;m not sure,&rdquo; while keeping standards high.
3. They think long-term while anchoring the now
Founders are often deep in the week-to-week. A great Chair holds the horizon. They make sure the board stays strategic. They help prep for funding rounds, exits, internationalisation, and succession&mdash;often before anyone else is thinking about it.
<h3 id="ember182" class="ember-view reader-text-block__heading-3">The Signal It Sends</h3>
I&rsquo;ve had the privilege of supporting several VC and founder-backed companies through board refreshes and Chair succession. And one consistent theme stands out: investors pay attention. So do acquirers. And so do teams.
Your Chair says something about your seriousness. About your ambition. About your willingness to build beyond yourself.
A poor Chair slows you down. A passive Chair keeps you stuck. But a great Chair? They unlock the next level of growth.
<h3 id="ember186" class="ember-view reader-text-block__heading-3">Is It Time to Rethink?</h3>
If you are a founder or a VC partner, this is the conversation worth having.
Not in a crisis. Not when the Chair announces they are stepping down. But now, while you have space to think clearly and plan well.
Ask:

<ul>
<li>Does our current Chair match the stage we&rsquo;re entering?</li>
<li>Are they still the best partner for the CEO?</li>
<li>Are we building a board that is ready for what comes next?</li>
</ul>
<h3 id="ember191" class="ember-view reader-text-block__heading-3">This Is Where We Come In</h3>
At Hyperion Board Search, we&rsquo;re seeing a marked shift. Cleantech and climate-tech companies are starting to treat Chair and NED appointments with the same rigour and intentionality they give to C-suite hires. About time, in my view.
Because these are not soft roles. These are the people who shape governance, hold founders accountable, and support teams through the inevitable bumps of growth and scale.
It is not just about experience. It is about chemistry. Character. Curiosity. Challenge, delivered with care.
And when it works&mdash;it shows.
Let&rsquo;s raise the bar on boardrooms.

The Chair Advantage: What Great Leadership Looks Like Above the Line

We hear this a lot lately. And it's true, BESS offer serious upside. A well-placed 1 MW/2 MWh unit in Germany can return &euro;170K&ndash;&euro;270K per MW per year. Payback in ~3 years? Not bad! But don&rsquo;t get blinded by the buzz. Markets shift fast. Look at the UK, ancillary service revenues dropped two-thirds once supply caught up. If gas prices fall, then this could shave 40% off margins. Then there's BtM with EVs, home storage, and heat pumps joining the game? Competition&rsquo;s only heating up. Here&rsquo;s the fix: learn from past plays. Don&rsquo;t sit out - adapt! 🔋 Stack your revenues (Arbitrage + ancillary + capacity) 🔋 Hedge your exposure 🔋 Partner smart (e.g. tech savvy traders/optimizers) and co-locate where it counts. I'd also argue - analyse and address any skills gaps in your existing team, and hire fast (There's so much competition out there!) The energy transition is volatile - that&rsquo;s the opportunity, if you play it right.

"Battery investments are booming - but so are the risks"

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&nbsp;30+ hours a week on recruitment. That's 30 hours pulled away from strategy, product development, gaining commercial traction, fundraising &ndash; 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&nbsp;plumber. When you need to re-wire your house? You get an&nbsp;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&nbsp;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.&nbsp;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 &ndash; 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 <a tabindex="0" href="https://www.linkedin.com/company/hyperion-search-ltd/" target="_self" data-test-app-aware-link="">Hyperion Search Ltd</a> 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.&nbsp;

Don't let bad recruitment experiences drain your Startup's energy and time

Building a company is hard. Building a good board is harder. Founders often (rightly) spend time and effort hiring the right leadership team - but far less assembling their board. And yet, your board can be the difference between scaling smart or stalling out. If you are a Founder or Co-Founder..... When was the last time you asked yourself any of these questions? 💭 Does every person on our board still add value, or are we carrying passengers? Boards are like founding teams, some early members are right for the start, but not for the scale. Be honest: if you were assembling your board today, would you rehire everyone? 💡 Are our board meetings strategic, or just status updates? If your board meetings feel more like reporting sessions than real-time thinking, something&rsquo;s broken. A great board should expand your horizon, not just check your numbers. 🔍 What skills are we missing around the table? Scaling internationally? Breaking into new markets? Preparing for an exit? Your board needs to reflect those ambitions, not just where you've been, but where you&rsquo;re going. 🔄 If your Chair stepped down tomorrow, who would you call? Succession planning isn&rsquo;t just for executives. If you don&rsquo;t have a strong pipeline for future Chairs or NEDs, you&rsquo;re exposing your business to real business risk. Why does this matter? Because VCs are watching. So are potential acquirers. Your board signals your maturity, your ambition, and your ability to build beyond yourself. And more importantly, it affects how you think, how you lead, and how you grow. If any of these questions make you pause, that&rsquo;s a good thing. It might be time for a board refresh. Or just a deeper conversation about governance, succession, and future readiness. That&rsquo;s where I come in. Let&rsquo;s raise the bar together.

As a Founder, Do You Ask Yourself These Questions About Your Board?

What founders can learn from tem Energy&rsquo;s bold mission&mdash;and why timing, people, and culture matter more than ever.
What happens when a founder exits a high-growth startup, learns from inside a global energy giant like Shell, and then decides to build something even more disruptive?
You get tem Energy&mdash;a business built to challenge the very infrastructure of energy transactions.
I recently had the pleasure of speaking with Joe McDonald, Co-founder and CEO of tem, on the Leaders in Cleantech podcast. And while the tech behind tem is impressive, what really stood out was Joe&rsquo;s clarity of thought on culture, leadership, and what it really takes to scale.
<h3 id="ember391" class="ember-view reader-text-block__heading-3">&ldquo;Don&rsquo;t be greedy&rdquo;</h3>
That&rsquo;s the piece of advice Joe credits with shaping both his fundraising strategy and his approach to building teams. Tem raised iteratively&mdash;starting with customers and angels&mdash;before bringing in VCs like Albion, Rivendell, and Atomico. The focus? Values-aligned investors, not just valuation.
But it&rsquo;s in people and culture where this mindset really shines.
Tem&rsquo;s first hire? A head of people. Not finance, not sales&mdash;people. As you would expect, I applaud this wholeheartedly, the right people, mission aligned and driven, are essential to success.
They&rsquo;ve built an open structure: transparent salaries, dual-track progression for managers and experts, and KPIs linked directly to the company&rsquo;s North Star. &ldquo;If you&rsquo;re not intentional about culture,&rdquo; Joe said, &ldquo;you&rsquo;ll just end up with something accidental.&rdquo;
As someone who's seen too many startups treat culture as an afterthought, this resonated.
<h3 id="ember397" class="ember-view reader-text-block__heading-3">From &ldquo;green&rdquo; to red</h3>
Tem isn&rsquo;t just another PPA platform. They&rsquo;ve built a new transaction layer&mdash;Rosso&mdash;that effectively bypasses the opaque wholesale energy market. Joe likens it to how Stripe reimagined payments: &ldquo;We looked at energy and thought, this layer is fundamentally broken. Let&rsquo;s rebuild it.&rdquo;
Their model is refreshingly straightforward: businesses save 15&ndash;20% on their energy bills, generators earn more, and the black box of energy transactions gets replaced with traceability and AI-driven efficiency.
Their product is called &ldquo;Red&rdquo;&mdash;not greenwashing, not gimmicks. Just payment transparency.
<h3 id="ember401" class="ember-view reader-text-block__heading-3">&ldquo;Power from the people to the people&rdquo;</h3>
Joe is honest about timing. Yes, the post-COVID energy crisis helped. Yes, the AI wave made this model technically possible. But he also believes the energy transition needs more than tech.
&ldquo;We&rsquo;ve had the same energy dynamics since Standard Oil in 1890&mdash;centralised, controlled, opaque,&rdquo; he said. &ldquo;Just because it&rsquo;s renewable doesn&rsquo;t mean it&rsquo;s fair.&rdquo;
Tem&rsquo;s mission is to decentralise not just electrons, but power&mdash;economic, social, and infrastructural. It&rsquo;s a big bet, but one that aligns with a broader wave of energy system reimagination.
<h3 id="ember405" class="ember-view reader-text-block__heading-3">So what can we learn from tem?</h3>
Here&rsquo;s what I took away:

<ul>
<li>Execution beats ego. Joe and team don&rsquo;t pretend to be the smartest in the room&mdash;they just focus on doing the hard things well.</li>
<li>Timing matters, but readiness matters more. They recognised the moment&mdash;and moved fast with purpose.</li>
<li>Culture is strategy. It&rsquo;s not a deck slide; it&rsquo;s how you scale, retain, and perform.</li>
<li>Don&rsquo;t optimise the edges. Fix the engine. Most clean energy startups play at the edges. Tem&rsquo;s gone straight for the broken core.</li>
</ul>
Joe summed it up perfectly:
<blockquote id="ember409" class="ember-view reader-text-block__blockquote">&ldquo;We could have innovated at the edge and sold out. But we decided to fix the root layer. That&rsquo;s where real change happens.&rdquo;</blockquote>
I&rsquo;m genuinely curious; when it comes to scaling teams, how much of what Joe shared around culture and structure resonates with your own experience or thinking?
Always interested to hear how others are navigating these shifts.

Culture, Collisions and Challenging the Energy Status Quo

Ten and a half years ago, I founded Hyperion Search with a clear mission&mdash;to help build the teams that would drive the clean energy and mobility transitions. Over the years, we&rsquo;ve had the privilege of working with some of the most innovative cleantech startups, scale-ups, VCs, and corporates across the sector.
We&rsquo;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&rsquo;ve grown year on year (well, almost every year!), had a lot of fun along the way, and built a reputation I&rsquo;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&mdash;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&mdash;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&rsquo;s why, over the last couple of years, I&rsquo;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&mdash;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&rsquo;m delighted to share that HC Group has acquired Hyperion Search.
We will continue as a pure-play cleantech search firm&mdash;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&mdash;from A-round startups to high-growth scale-ups and even the world&rsquo;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&rsquo;t be prouder of what we&rsquo;ve achieved as a team over the last decade&mdash;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&rsquo;s to the next ten years of driving the clean energy and mobility transitions forward.
&nbsp;➡️ Read more about HC Group here: <a class="IfLmRNJWDKWJahDEmDaCEOnDSeXHtBgyBFDsa " tabindex="0" href="https://www.hcgroup.global/" target="_self" data-test-app-aware-link="">https://www.hcgroup.global/</a>

A New Chapter for me and Hyperion Search- Post Acquisition

Many senior executives contemplate &ldquo;going plural&rdquo; at some point in their careers &mdash; 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&rsquo;s the right time, and how do you make the leap from executive to board-level contributor &mdash; without losing your edge or sense of purpose?
That&rsquo;s exactly the journey Monica Collings has taken &mdash; from CEO of Vattenfall UK and So Energy, to non-executive chair, advisor, mentor, and one of the cleantech industry&rsquo;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 <a class="wjnWYRbUymlCnrZfAmNplmgYvWszfQYdbA " tabindex="0" href="https://leadersincleantech.com/" target="_self" data-test-app-aware-link="">here</a> &mdash; but here are some takeaways for anyone considering a path to the boardroom.
<h3 id="ember588" class="ember-view reader-text-block__heading-3">🎯 It Starts with Values &ndash; Not Just CVs</h3>
&ldquo;I love work,&rdquo; Monica told me. &ldquo;But I wanted to do it differently &mdash; to help more organisations benefit from my experience, and to have more time for family, while still doing meaningful, fulfilling work.&rdquo;
That transition wasn&rsquo;t a retreat &mdash; it was a reframing. Monica&rsquo;s career pivot wasn&rsquo;t about &ldquo;slowing down&rdquo; 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 &mdash; and leave your ego at the door.
<h3 id="ember592" class="ember-view reader-text-block__heading-3">🛠 What Can You Bring to the Table?</h3>
One of the most common questions I hear from experienced professionals is: What qualifies me for a board role?
Monica&rsquo;s answer is refreshingly direct. &ldquo;It&rsquo;s not just about financials. It&rsquo;s about pattern recognition. I&rsquo;ve been in that CEO chair. I know what&rsquo;s coming before it hits. I know how lonely it can be, and I can help.&rdquo;
Her operational experience &mdash; leading teams through the energy crisis, overseeing mergers, scaling customer-centric businesses &mdash; now makes her a sought-after board member. But she doesn&rsquo;t just rely on her r&eacute;sum&eacute;. She stays close to the business. She visits sites. She talks to frontline staff. &ldquo;I&rsquo;m not a NED who just turns up for the biscuits,&rdquo; she laughs.
If you&rsquo;re a would-be NED or Chair, ask yourself:

<ul>
<li>Have I led teams through complexity?</li>
<li>Can I bring a different lens to the boardroom?</li>
<li>Do I know what not to do, as much as what to do?</li>
</ul>
Often, what early-stage companies need most is not abstract strategy &mdash; but seasoned judgement, cultural wisdom, and the ability to challenge with empathy.
<h3 id="ember599" class="ember-view reader-text-block__heading-3">🤝 Why Founders and Boards Need Each Other</h3>
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: &ldquo;The best boards reflect the real problems the company is facing. That might be performance, or succession, or culture. Vanity projects don&rsquo;t belong at the board table.&rdquo;
And while boardrooms can (and should) challenge, they also provide support. &ldquo;I see my role as helping the CEO see around corners &mdash; and asking the questions others might avoid.&rdquo;
Her advice to board candidates? Bring your whole self &mdash; but understand the role. &ldquo;It&rsquo;s not your job to run the business. It&rsquo;s your job to make sure the business can be run well.&rdquo;
<h3 id="ember604" class="ember-view reader-text-block__heading-3">🧭 Monica&rsquo;s Latest Move &mdash; And How We Helped</h3>
At Hyperion Executive Search, we&rsquo;ve been privileged to place exceptional board talent across Europe&rsquo;s cleantech sector &mdash; 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 &mdash; a powerful mix in any growth-stage company.
<h3 id="ember607" class="ember-view reader-text-block__heading-3">🚀 Thinking of Making the Leap?</h3>
If you're a senior executive contemplating a transition into plural roles &mdash; or an investor or founder seeking board-level firepower &mdash; 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&rsquo;s book: be intentional, be curious, and remember &mdash; your second career might just be your most impactful yet.
🎧 Listen to Monica&rsquo;s full Leaders in Cleantech episode here: <a class="wjnWYRbUymlCnrZfAmNplmgYvWszfQYdbA " tabindex="0" href="http://leadersincleantech.com/" target="_self" data-test-app-aware-link="">leadersincleantech.com</a>

From CEO to Chair: How Monica Collings Built a Board Career with Purpose — and What You Can Learn from It

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&mdash;the &euro;300 million climate tech VC that&rsquo;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&rsquo;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&mdash;at times&mdash;passionate conversations I&rsquo;ve had on the show.
<h3 id="ember1604">From Journalism to Venture Capital &ndash; With a Mission</h3>
Danijel&rsquo;s journey isn&rsquo;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&rsquo;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&mdash;and a long-standing friendship with Tim Schumacher&mdash;that led him to co-found World Fund. As Danijel puts it:
<blockquote id="ember1607" class="ember-view reader-text-block__blockquote">&ldquo;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&rsquo;s where the real leverage is.&rdquo;</blockquote>
<h3 id="ember1608" class="ember-view reader-text-block__heading-3">Deep Tech, Deep Decarbonisation</h3>
What sets World Fund apart is their rigorous focus on climate impact. They don&rsquo;t just look at good ideas&mdash;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&mdash;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&mdash;hardware, chemistry, manufacturing, energy infrastructure. This requires not only patient capital, but patient conviction.
<blockquote id="ember1612" class="ember-view reader-text-block__blockquote">&ldquo;Climate is not a vertical&mdash;it&rsquo;s a horizontal. It touches everything,&rdquo; Danijel said. &ldquo;And to decarbonise at scale, we need the atoms as much as the bits.&rdquo;</blockquote>
<h3 id="ember1613" class="ember-view reader-text-block__heading-3">The Series B Cliff &ndash; A European Problem</h3>
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&rsquo;ve proven the tech, maybe even shown early traction, but need &euro;50&ndash;100 million to scale.
Too often, that money just isn&rsquo;t available in Europe. And so companies:

<ul>
<li>Go bankrupt</li>
<li>Sell their IP to China</li>
<li>Get acquired or relocated by US investors</li>
</ul>
Danijel didn&rsquo;t mince words here:
<blockquote id="ember1618" class="ember-view reader-text-block__blockquote">&ldquo;We invest billions into research&mdash;and then let the IP be bought by other continents. It drives me crazy.&rdquo;</blockquote>
It&rsquo;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 &euro;500 million mark.
Worse still, regulations like Solvency II discourage pension funds and insurers from investing in VC&mdash;penalising them more for backing 500 startups than buying Greek bonds.
<h3 id="ember1621" class="ember-view reader-text-block__heading-3">So What Needs to Change?</h3>
Danijel offered a wish list of reforms:

<ul>
<li>Fix Solvency II and make venture a viable asset class for institutional investors</li>
<li>Grow European funds at a sustainable but more ambitious pace</li>
<li>Attract more high net worth and family office capital into climate VC</li>
<li>And crucially&mdash;scale exit options so companies don&rsquo;t always need to list on NASDAQ or look abroad for growth</li>
</ul>
<h3 id="ember1624" class="ember-view reader-text-block__heading-3">And Then There's the Talent</h3>
Naturally, I asked Danijel about talent&mdash;and how much of a role it plays in the investment process. His answer?
<blockquote id="ember1626" class="ember-view reader-text-block__blockquote">&ldquo;Team is not everything&mdash;but it&rsquo;s the most important part of every company.&rdquo;</blockquote>
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&rsquo;s LP network&mdash;many of them former operators or industry leaders&mdash;can open doors to talent and support portfolio companies in very practical ways.
In one case, an LP introduced Cylib&rsquo;s founder to a former BASF exec&mdash;who&rsquo;s now on the team helping them scale.
As Danijel put it:
<blockquote id="ember1630" class="ember-view reader-text-block__blockquote">&ldquo;If you burn for something, take care not to burn out. Don&rsquo;t take yourself too seriously. You&rsquo;re doing something great&mdash;stay healthy.&rdquo;</blockquote>
Words more founders and investors could live by.
<h3 id="ember1632" class="ember-view reader-text-block__heading-3">Communications, Complacency, and the Cleantech Bubble</h3>
Towards the end of the conversation, we turned to communications&mdash;a topic close to both our hearts. Despite all the capital, innovation, and talent in the cleantech ecosystem, we&rsquo;re still losing the narrative to incumbent industries.
Danijel had some sharp insights here:
<blockquote id="ember1635" class="ember-view reader-text-block__blockquote">&ldquo;We&rsquo;re not as good as we should be at communicating the benefits of our technologies. The gas lobby, the meat lobby&mdash;they&rsquo;ve been playing this game for decades. We&rsquo;re just getting started.&rdquo;</blockquote>
And he&rsquo;s right. Whether it&rsquo;s hydrogen hype, meat subsidies, or public misunderstanding of EVs, we often fail to explain why cleantech isn&rsquo;t just greener&mdash;it&rsquo;s better. Cheaper. Faster. Cleaner. Tangibly so.
As Danijel said:
<blockquote id="ember1638" class="ember-view reader-text-block__blockquote">&ldquo;If you&rsquo;ve driven an EV once, you don&rsquo;t want to go back. Same with good alt protein. But we need to make that first experience happen.&rdquo;</blockquote>
<h3 id="ember1639" class="ember-view reader-text-block__heading-3">Final Thoughts</h3>
This episode left me energised and frustrated in equal measure.
Energised&mdash;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&mdash;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&rsquo;t back the right founders&mdash;and help them build the right teams&mdash;we&rsquo;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- <a class="IfLmRNJWDKWJahDEmDaCEOnDSeXHtBgyBFDsa " tabindex="0" href="https://podcasts.apple.com/ie/podcast/danijel-vi%C5%A1evi%C4%87-world-fund/id1442356042?i=1000709247348" target="_self" data-test-app-aware-link="">https://podcasts.apple.com/ie/podcast/danijel-vi%C5%A1evi%C4%87-world-fund/id1442356042?i=1000709247348</a>
If you are looking to scale your leadership, executive or non-executive teams, let's have a conversation.

Europe’s Cleantech Edge – and the Risk of Losing It

Throughout my career, I've learned that genuinely negative, disruptive, or difficult employees&mdash;the ones often labelled "jerks"&mdash;are actually quite rare. Yes, they exist, and anyone who's managed people for any length of time will have encountered them, but they are by no means the norm (if you have one get them out quickly). Far more common is seeing good employees struggle because they're in the wrong environment, the wrong role, or simply working for the wrong manager or company.
Early in my career, I had a manager who profoundly shaped my understanding of talent management. He believed that, in most cases, employees weren't inherently "bad"; rather, their talents and potential were simply being mismanaged or misunderstood. It struck me then, and still resonates deeply today. Over the years, I&rsquo;ve seen many examples of people whose performance transformed dramatically once their circumstances changed&mdash;whether through a new manager, a clearer role, or simply a company or environment that better aligned with their strengths and values.
Leadership matters immensely in this context. While hiring the right people is undoubtedly critical, it&rsquo;s just the starting point. Effective leaders do far more than select candidates based on technical skills or past experiences. They focus equally&mdash;if not more&mdash;on attitude, mindset, cultural fit, and the personal connection they form with the individual during the hiring process. Successful recruitment is a holistic approach that prioritises both the human and professional aspects of a potential hire. That's what we believe in at Hyperion Search.
Yet, even with the right person hired, leadership's role doesn't stop there. Clear communication, well-defined expectations, genuine empowerment, and providing appropriate resources to succeed are all part of the puzzle. And yes, while this may not sound like rocket science, consistently achieving this is incredibly challenging. We&rsquo;ve all stumbled in our journeys as leaders; we&rsquo;ve all had moments where we fell short.
But here's the crucial question for any organisation: How serious are you really about success if hiring, culture, and leadership aren't among your top priorities for time, money, and resources? Companies that genuinely commit to nurturing people excellence inevitably build stronger, healthier, and higher-performing teams.
So, yes, there might occasionally be a genuinely disruptive employee. But let&rsquo;s not allow those rare cases to mask a far more common challenge: poor hiring, poor leadership, unclear communication, micromanagement, and misalignment between talent and roles.
Leadership is complex and often tough. But when done well, when the right people are placed in the right environment with the clarity, support, and autonomy to excel, the results speak for themselves.
If your organisation is genuinely committed to achieving people excellence&mdash;recognising that talent, culture, and leadership underpin success&mdash;we&rsquo;re here and ready to support you on that journey.
Have you experienced dramatic transformations simply by placing an employee in a different context or under different leadership? I'd love to hear your experiences or perspectives in the comments.

Jerk Employees Are Quite Rare—Poor Leadership Less So

It's a question I pose to my clients at the very start of a new search. Whilst many define it with hard numbers &ndash; "&pound;X revenue delivered by X date" or "X projects delivered with X costs saved" &ndash; 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.&nbsp;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 &ndash; 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 <a class="xXXEFAzGsltBCCjemkkaUevUsKrGJsMIeVk " tabindex="0" href="https://www.linkedin.com/company/hyperion-search-ltd/" target="_self" data-test-app-aware-link="">Hyperion Search Ltd</a> 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.

What does success look like?

We hear it everywhere: the world of work is changing. Fast. And it's true.
Whether you're leading an established team or scaling a startup, the question isn't if your workforce will need to evolve&mdash;but how fast you can help them do it.
A recent article by Raconteur reminded me of just how important this topic has become. We need to speak candidly about the imperative to upskill and reskill across the organisation,s we lead, particularly in response to AI, automation, and rapidly shifting customer expectations.
But here&rsquo;s the thing: while these conversations often focus on employees, future-proofing isn&rsquo;t just about them. It&rsquo;s about you, the leader. It&rsquo;s about how you evolve yourself&mdash;and how you take your team with you.
Leadership Is No Longer About Just Knowing More
In the past, being a good leader often meant being the most experienced person in the room. The expert. The one with all the answers.
Today, it's more about asking the right questions. And staying curious enough to keep learning, even (especially) when you don&rsquo;t have all the answers, and being open that you don't.
Leaders aren&rsquo;t just guiding teams anymore&mdash;they're navigating uncharted terrain themselves. That means staying ahead of technology, yes, but also developing the judgement to know when to rely on it, and when to lean on human nuance, ethics, or empathy instead.
I see this a lot in cleantech and the wider energy transition space. AI and digitalisation are playing a rapidly growing role in everything from grid optimisation, solar design and battery monitoring to mobility-as-a-service. But you still need human leadership to make the critical calls&mdash;especially when lives, communities, and the planet are on the line.
Skills-First Thinking: Not Just a Buzzword
Embrace a &ldquo;skills-first&rdquo; model. That means assessing talent based on what people can do now, and their potential to grow, rather than just what&rsquo;s on their CV.
It&rsquo;s a powerful mindset shift, and one that has real implications for how we lead.
In practical terms? It means we need to be better at evaluating skills across our existing teams&mdash;and spotting both potential and gaps. AI tools are helping to map and predict future needs, but leadership still requires good old-fashioned human judgement. Knowing who&rsquo;s likely to thrive in a new role. Who needs development. And yes&mdash;who might not be a fit for the next phase.
It also changes how we hire. More and more companies are moving away from rigid job descriptions and towards hiring for adaptability, learning agility, and problem-solving. It&rsquo;s not always easy&mdash;especially in technical roles&mdash;but I believe this is where forward-thinking leaders will differentiate themselves.
The (Often Overlooked) Human Side of Upskilling
I like the &ldquo;70-20-10&rdquo; learning model&mdash;70% experiential, 20% social, and 10% formal training. It reflects what many of us instinctively know: people don&rsquo;t grow just by sitting in a classroom or watching an online course.
They grow through real-world challenges. Cross-functional projects. Coaching and mentoring. Stretch opportunities.
As leaders, part of our job is to create these environments. To be intentional about growth&mdash;not just assuming it will happen because someone is &ldquo;good&rdquo; or &ldquo;smart&rdquo;.
It also means giving people permission to fail safely. Not recklessly&mdash;but with room to experiment and stretch. That kind of culture doesn&rsquo;t happen by accident. It needs to be modelled from the top and constantly nurtured.
Hiring, Firing, and the Harder Calls
Let&rsquo;s talk about the tough bit. As roles evolve, some skills and mindsets become obsolete.
Sometimes, no amount of upskilling can bridge that gap. And as leaders, we have to make difficult calls&mdash;on restructuring, offboarding, or pivoting entire teams. It&rsquo;s never easy. But it&rsquo;s necessary if we&rsquo;re truly committed to building future-fit organisations.
What matters is how we do it. With transparency. With empathy. And ideally, with support mechanisms to help people transition&mdash;whether that&rsquo;s into another part of the business, or to opportunities elsewhere.
The best leaders I know don't shy away from these decisions&mdash;but they also don&rsquo;t just outsource them to HR. They work with HR but engage directly, they communicate clearly, and they honour the contributions of those affected.
Final Thoughts
The cleantech sector (and business in general) isn&rsquo;t getting any simpler. We&rsquo;re juggling funding challenges, evolving tech, regulatory shifts, and AI's speedy evolution, talent shortages&mdash;all at once.
So if you&rsquo;re feeling stretched, you&rsquo;re not alone.
But the leaders who will thrive in this next chapter are those who take a long view. Those who invest in their own growth, stay curious, and proactively future-proof their teams&mdash;not just through hiring, but through a culture of learning, open communication, adaptability, and clear-eyed leadership.
What are you doing to evolve your own leadership skillset? How are you planning for the skills your team will need 1, 3, or 5 years from now? How are you planning your talent strategy? Do you have one? If not, we're here to help.

Future-Proofing Your Team: What Great Leaders Are Doing Differently

Two of my favourite topics, smart working (remote/hybrid) and Smart Buildings. Despite high profile RTO mandates from the likes of Tesla, JP Morgan and Amazon, it's clear that flexible working, in terms or hours and locations, is here to stay.&nbsp;
This article shares 'The coworking space market will grow from $19.05 billion last year (2023) to $22.44 billion in 2024 &ndash; an annual growth rate of 17.8%. Further, it&rsquo;s estimated that the flexible office space sector will rise significantly from its current size of c 53.4 million square feet (Sept 2023) to 81 million square feet by 2025 &ndash; a phenomenal increase of 52 percent.
By the end of&nbsp;2024, it&rsquo;s anticipated there will be 41,975 global coworking spaces. That&rsquo;s an annual growth rate of just over&nbsp;21%.'
This is also a huge opportunity to create far more sustainable buildings and working practices. In both buildings and work flexibility is the key. &nbsp;
How can we make our existing buildings more flexible and efficient, and how can we do the same for our working practices? &nbsp;Happy to hear your thoughts.
&nbsp;

The future of buildings and the co-working industry

Flexibility is now one of, if not the most, important consideration for most professionals we speak to when looking for their next career challenge.&nbsp;
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&rsquo;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 &ldquo;not reasonably feasible&rdquo; (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.&nbsp;
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 &ldquo;clock in, clock out&rdquo; 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:
<ul>
<li>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</li>
<li>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</li>
<li>Reduced burnout - according to this BBC <a href="https://www.bbc.com/worklife/article/20230319-four-day-workweek-trial-the-firms-where-it-didnt-work" target="_blank" rel="noopener noreferrer">article</a>, 71% of the 2023 UK trial reported reductions in levels of burnout</li>
<li>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</li>
</ul>
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:
<ul>
<li>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.&nbsp;</li>
<li>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</li>
<li>There should be no concessions when it comes to meeting objectives. This is an employee choice and accountability should come with this flexibility.</li>
<li>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.</li>
<li>Less time for critical thinking and reflection. Some of the best business ideas spawn from &ldquo;free time&rdquo; where your team can reflect and focus on new solutions. This condensed workload may eliminate those windows of opportunity for creativity and strategizing.&nbsp;</li>
<li>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&rsquo;t complete during the 4 days, which ultimately defeats the point!</li>
</ul>
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

New 4 day week rules set to change in the UK. Are you ready?

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 &ldquo;going green&rdquo;. 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&hellip; 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 &euro;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 &amp; Grid company looking to expand or transform your leadership team, contact me at&nbsp;<a href="mailto:david.beeston@hyperionsearch.com">david.beeston@hyperionsearch.com</a> to discuss how we can support you.

How BESS can save the EU billions!

Having supported a number of start-ups in hiring Non-Executive Directors (NEDs) over the last few years, I've witnessed first-hand the invaluable contributions they can make to a company's growth and success. The right NED brings a unique blend of experience, expertise, and objectivity to the boardroom, providing invaluable guidance and support to the executive team.
When considering hiring a NED, it's essential to align their skills and experience with the specific needs of your start-up. Look for individuals who have a rich and fruitful network they can leverage, a track record &lsquo;operating&rsquo; within successful organisations, someone who offers strategic insights, challenges assumptions, and provides valuable mentorship to you and your founding team without stepping on anybody's toes.&nbsp;
An effective NED has the ability to foster a culture of innovation, collaboration and accountability, will ask the right questions, provide invaluable mentorship to your leadership team and help guide your growth strategy rather than dictate it.
Throughout my experience, I've found that NEDs who are passionate about the mission of a start-up and its vision tend to be the most effective. They are more likely to be engaged, proactive, and committed to long-term success. Building a strong rapport and trust between the NED and the executive team is also crucial for effective collaboration. The NED should compliment your team, bringing fresh ideas to the table, acting as a sounding board, a source of inspiration, motivation and belief in realising your company goals. In my role at Hyperion, I've had the pleasure of working with directly a couple of NED's who have helped support our own growth. I've also worked with several cleantech and EV start-ups to appoint NED's at crucial stages of their growth, from pre-investment to post-investment scale-up phase.&nbsp; If you are considering hiring a NED, carefully evaluate their expertise, experience, and alignment with your company goals. Ask yourself, what support does your business need and what value will hiring a NED bring. And of course, if you need help finding one, consider myself and Hyperion Search - we've been doing this for years.&nbsp;

Hiring a NED can transform your business

The solar industry has been a core market for Hyperion since our inception. Years ago, before the boom of solar technology, our Managing Director David Hunt and Director Ross Hoare, built and scaled a multi-award-winning solar installation business. The sector has experienced significant growth, challenges, and changes over the last decade. It remains the backbone of the clean energy transition.

Solar

Over the last 20 years, the Energy Storage and grid services industry has continued to evolve, adapt, and innovate in response to the increasing challenges of the clean energy transition, and the demands that places on the grid. It has seen many advances in technology (greater capacity, energy density, durability), and in the multiple chemistries, materials and scales and applications of solutions. This has created a massive demand to hire top talent across an array of storage and grid technologies in both hardware and software/services.

Energy Storage and Grid

The evolution of the electrification of transport and Future Mobility landscape has been significant over the last five years, driven by many factors including purchase incentives for Evs, the availability of options, massive growth in charging infrastructure and strict government policies towards the banning of ICE vehicle sales. Across hardware, software and services we have supported a myriad of VC backed start-ups to scale, as well as larger organisations developing their future mobility offerings.

EV and Future Mobility

The concept of 'Smart Cities' has gained significant importance in recent years as urban areas face increasing challenges related to population growth, resource management, and environmental sustainability. Smart cities and smart buildings leverage cutting-edge technologies such as IoT, big data analytics, artificial intelligence and a host of renewable and sustainable technologies to enhance the quality of urban living and transportation. These technologies enable more efficient management of resources, improved public services, and better connectivity, ultimately leading to a higher standard of living and sustainability. By optimizing infrastructure, clean technologies and services, smart cities can reduce energy consumption, minimize waste, and create more sustainable urban environments.

Smart Cities

We have an unmatched ability to discover and attract outstanding candidates for strategically important hires, especially C-Suite, leadership and senior roles. Our network and reach extends across Europe, North America and beyond, thanks to our deep insight into the cleantech sector. We have particular expertise in Renewables, Energy Storage and Grid, EV and Future Mobility and Smart Buildings.&nbsp;We guide our clients through the entire hiring journey and cultivate long-term relationships that last for years.This includes with our partners in Venture Capital and Private Equity funds active in the cleantech ecosystem.

Hyperion was set up with a mission to be the most widely respected and successful executive search firm in the cleantech sector. Our business is founded on allowing our people to be fearless, transparent and creative in what we do. These values are the bedrock of our business and push our team to be the best we can be for both our clients and our candidates. We outperform larger, more corporate recruitment firms and are not afraid to call out industry controversy. Through openness and honesty,&nbsp;our team will show you a different, more focused and collaborative side to recruitment.<div class="jsx-2120556783 status-assigned-to-wrapper"><div class="jsx-2120556783 status">&nbsp;</div></div>

Our Values

About Us

Hyperion Search finds leaders, key hires, and builds leadership teams for the most innovative cleantech companies, enabling them to find extraordinary people, and to achieve their

Candidate

If you are in the cleantech sector at Board, Executive or mid/senior level you can also send us your details, in confidence via this form.

Register with us confidentially

We&rsquo;re a client-focused search firm, but we equally value our relationships with candidates. Most professionals we engage aren&rsquo;t actively job-seeking&mdash;they&rsquo;re excelling in their current roles but may have frustrations, whether it's career growth, workplace culture, or leadership. While not actively looking, they&rsquo;re open to the right opportunity at the right time.Unexpected changes - redundancies, relocations or shifts in work conditions - can turn 'passive' candidates 'active', and we're here to help them find the right fit.

At Hyperion, we respect every candidate&rsquo;s journey. We listen to their goals, motivations, and ideal work environment, staying in touch until the perfect role arises.The right opportunity may take a week, a month, or a year, but we&rsquo;ll stay in touch, build a genuine relationship, and work with you.Unlike many recruiters who see candidates only as a &lsquo;fee&rsquo;, we see them as people - people with their own dreams and aspirations, just as we have.

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Book a call

At Hyperion, we have over a decade of experience helping clients secure key hires and build entire teams. While we specialise in Board, C-Suite, and senior leadership roles, we excel at placing &lsquo;first boots on the ground&rsquo; as companies expand internationally.Our search service is highly effective due to our deep knowledge of the clean technology sector and our extensive global network built over years in the industry. We assist clients in defining job descriptions, selecting locations, benchmarking salaries, and understanding company culture before beginning a search. We then deliver a diverse, thoroughly vetted shortlist and provide end-to-end support through hiring and onboarding.&nbsp;

We spend our lives &lsquo;in&rsquo; the industry; day in and day out we are speaking to clients, contacts and candidates in the cleantech industry. We have an active role within the industry, regularly speaking at and attending key industry events, to ensure we find the very best candidates for our clients.While we keep every conversation confidential, it does mean we aggregate a huge amount of industry data, on market conditions, salary levels, activity levels, and candidate perceptions of your company. We use this data to help our clients define job briefs and to tailor a specific search campaign for each assignment.

Clients

Reach out to us

Contact Us

At Hyperion Search many of our searches are &lsquo;under the radar&rsquo;, especially executive and strategically important hires. However we do publish many live mandates which you can access and apply to below.

Energy Storage and Grid

EV and Future Mobility

A global search firm: helping Cleantech companies to scale

Latest Insights

At Hyperion we have an unmatched ability to source and place exceptional talent across the renewables and cleantech sector, from novel Hydrogen technologies to smart buildings. Our core markets are...

Our Sectors

As a global search firm, we deliver world class talent at Board, Executive and Leadership level, offering tailored solutions to organisations operating across the clean technologies and renewable energy sector.

Our Services

If you are currently working in the cleantech sector, in an executive, leadership or senior capacity, and are open to new opportunities, either actively or passively, send a CV in confidence and one of the team will be in touch

Testimonials

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At Hyperion Search many of our searches are ‘under the radar’, especially executive and strategically important hires. However we do publish many live mandates which you can access and apply to below

Join Our Team

Kickstart Coffee

Watch or tune in to our bi-weekly podcast hosted by our Managing Director David Hunt. In each episode he speaks with cleantech founders, CEOs, Investors and other industry leaders about their trials, tribulations, successes, failures and future predictions.

Leaders in Cleantech Podcast

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Meet The Team

Mossy Earth

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in many ways, and that includes partnering with and donating to the following organisations

Hyperion is a client centred search firm, which means we work with our clients and tailor recruitment solutions according to their needs. Our search service is so effective largely due to our passion for and knowledge of the clean technology industry, combined with our extensive global network of contacts and candidates, built over a decade in the sector.&nbsp; We consider the nature of the role, level of urgency and level of difficulty to fill before suggesting the best method to help. Essentially, we won&rsquo;t &lsquo;sell&rsquo; a solution until we have diagnosed the problem.

We spend our lives &lsquo;in&rsquo; the industry; day in and day out we are speaking to clients, contacts and candidates in the cleantech industry. We have an active role within the industry, regularly speaking at and attending key industry events, to ensure we find the very best candidates for our clients.