The energy transition is also a leadership problem.

Romanian utilities and energy groups face decarbonisation, grid investment and regulatory change at once. The strategy is rarely the bottleneck - the operating model and the decisional one are. That's our home ground.

Our point of view

What we see across the sector

Value is migrating from generation to flexibility. Every new megawatt of solar shortens the residual load curve and pushes the profit pool toward storage, balancing and trading. The scarce factor is no longer cheap power - it's flexibility, and the grid access to deliver it.
World-class operations, amateur commercials. Plenty of assets here run at top-decile availability yet watch profit swing on flat output, because operational excellence isn't matched by commercial and hedging sophistication. Closing that gap is a capability agenda, not a capex one.
A golden window, not a comfort zone. A few years of strong regulated and gas cash flow have to fund the transition pivot - optimise today's margin instead and you become the stranded asset of the 2030s. And the handful of executives who can run that pivot are scarce, mobile and slow to replace.

Where we play - TRANSFORMATION · LEADERSHIP · SEARCH

How we help energy clients

We pair transformation work with the leadership and search muscle to find the right people. A typical mandate redesigns the operating model around clear P&Ls, rebuilds the parts of the management committee that need it, and embeds a cadence the team can run after we leave.

Because we know the regional talent market, we can move fast on the two or three roles that actually decide whether a transition lands.