In this Q&A, John, Nia, Peter, and Kieran share their insights on industry trends, leadership challenges, and the skills required to shape the future of energy.
Welcome to Day 4 of the 12 Days of Boyden series! Today, we spotlight Boyden’s experts in the energy sector: John Cameron, Nia Lynch-Cryle, Peter Roberts, and Kieran Whyte. The Energy team, based in Aberdeen & London, joined Boyden in April 2024, bringing unparalleled expertise in executive search for the energy sector, spanning traditional oil and gas, renewables, and emerging low-carbon solutions.
Each of these experts has a proven track record of partnering with multinationals, private equity-backed firms, and SMEs to address complex leadership needs in a rapidly transforming industry. Their combined knowledge enables them to navigate the challenges of the energy transition while identifying leaders who can help their clients thrive in an uncertain landscape.
Q: What was a key highlight or achievement in the energy sector in 2024?
John: For me, it was joining Boyden in April alongside the team. Transitioning together and building momentum under the Boyden name has been both a challenge and a significant achievement.
Nia: Joining Boyden as a team and seeing the benefits for our clients has been a major highlight. With our expanded global reach, we exceeded our first-year target, which was incredibly rewarding.
Peter: The team move to join Boyden and settling into the business and learning and connecting with our partners who work in the sector in key geographies and segments.
Kieran: Joining Boyden and establishing ourselves in the UK market has been a fantastic journey. We’ve had a great start, which sets the stage for continued success.
Q: What was the most significant challenge facing the energy sector this year?
Nia: The talent market has been very active, which is both a blessing and a challenge. While it’s great for business, it has driven up candidate expectations, price points, and the frequency of counteroffers.
Peter: Geopolitics and macroeconomics have created a particularly challenging headwinds to the sector which has the monumental and urgent task of delivering the energy transition and decarbonisation of our energy systems.
Q: What industry trends do you believe will define the future of the energy sector?
John: Energy transition and security are key trends, alongside increased taxation. These factors are shaping how companies approach leadership and strategy.
Nia: The energy transition is the defining trend. Companies across the sector are focusing on adapting to a low-carbon economy while balancing current demands.
Peter: Intensifying debate on market frameworks to accelerate the energy transition so as to meet internationally agreed objectives and how to finance this system change in the face of reduced rates of return.
Kieran: The phase-out of oil and gas over the next 50 years will continue to broaden the energy mix. It will be interesting to see which sources—like hydrogen, wind, or solar—become dominant. The rapid evolution of technology will also be a major influence.
Q: What are the most critical skills for executives in the energy sector in 2025?
John: There’s a significant skills gap in the market. Executives need a strategic vision and the ability to diversify into new spaces as the industry evolves.
Nia: Change management, strategic outlook, and financial acumen will be essential for leaders navigating the ongoing energy transition.
Peter: Executives will need to balance short-term results with longer term investments and deal with uncertainty.
Kieran: Commercial savvy is becoming increasingly important, particularly as companies look to diversify and commercialise new technologies in a competitive space.
Q: What do you see as the biggest hurdle for executives in the energy sector next year?
John: The government’s approach to the energy sector, particularly the demonisation of oil and gas, will create significant obstacles for leaders.
Nia: The industry is continually evolving – managing uncertainty and change will be key.
Peter: Conventional, renewables and new energies all face challenges and my sense is that each has very different set of high hurdels to overcome. The energy industry is increasingly complex and difficult. I think the issue of talent is something that is not widely discussed but I expect to see there to be increasing downward pressure on compensation , which will make it harder to retain and attract the talent necessary to lead this complex system change.
Kieran: Skills shortages in new energy sectors will continue to be a challenge as companies compete for a limited pool of talent.
Q: How can companies in the energy sector prepare for these upcoming challenges?
John: Collaboration is critical. Companies must work together to highlight the importance of energy security and align their strategies accordingly.
Nia: Strong leadership and collaboration are key to tackling these challenges effectively.
Peter: Thats a question. Again I think it depends on whether you are a conventional or new energy business. Supply chain optimisation is got to be key for any asset developer and operator. Geopolitical and macroeconomic shocks may not be black swan events.
Kieran: Tapping into adjacent markets for talent and being open to diverse skill sets can help companies mitigate skills shortages.
Q: How are hybrid and remote work models impacting the energy sector’s approach to leadership?
John: Productivity tailing off and cultural challenges have been noted, but these are issues we’re learning to manage as hybrid models mature.
Peter: I think decreased visibility of leadership in organisations has been a detrimental to culture and performance and I question some of the benefits of business social media, where all spend increasing amounts of time.
Q: What changes in work models do you anticipate for the energy sector in 2025?
John: Return-to-office trends are becoming more prominent, and this may continue into 2025.
Peter: There will likely be a continual increase in workplace attendance as organisations balance flexibility with the need for collaboration and fostering culture.
Q: What one piece of advice would you give to leaders navigating the challenges in the energy sector?
John: Be passionate about the sector we represent and the benefits it offers the UK economy.
Nia: Make sure you have the right team around you – be decisive but lead with empathy, and bring people on the journey.
Peter: Expect a long and unpredictable climb and choose your team carefully. Do not lose sight of the importance and impact of your work.
John, Nia, Peter, and Kieran emphasise that the future of leadership in the energy sector relies on resilience, agility, and forward-thinking. Their insights provide a roadmap for professionals seeking to lead change in energy transition, technology integration, and strategic leadership.
For organisations looking to secure the best talent for leadership roles in the energy sector, John, Nia, Peter, and Kieran offer invaluable insights and strategies that are key to building successful leadership teams in 2025 and beyond.
