Five minutes with Terry Noble - Partner - Energy, Utilities and Renewables

I am a Partner within the Odgers Interim Practice, leading the Energy and Utilities Practice. My focus is on the placement of senior level interim professionals working with all clients in the energy and utilities and renewable sectors. 

Having built a successful recruitment career, I have spent the last fourteen years specialising in energy and utilities, three of these as an Associate Director for a management consultancy. I have recruited for a broad range of clients globally and have a proven track record. During my career, I have acquired a deep knowledge of the industry and have also developed an extensive network.

Can you share any interesting trends or patterns you’ve noticed in the interim market?

Particularly in regulated sectors, interim opportunities naturally arise.

The water industry has commenced the delivery of AMP 8, a regulatory period that is generating numerous interim opportunities as organisations strive to meet new regulatory requirements. However, interim demand in this sector is expected to decline towards the end of the year, likely leading to an increase in substantive roles.

Continuing with the regulatory theme, the RiiO 3 regulatory period will begin next year. Distribution Network Operators (DNOs) are currently developing business plans for this period, which I anticipate will include large-scale modernisation initiatives in infrastructure.

An especially intriguing area is the renewables and energy transition sector. Many companies in this space are experiencing rapid growth and are transitioning from entrepreneurial ventures to more mature organisations. This involves implementing CRM and ERP systems and establishing comprehensive governance structures. While trends in this sector are less predictable, it offers exciting roles within companies that are at the forefront of the global energy transition.

Are there any emerging roles or job functions within the interim market that are gaining popularity or in particularly high demand?

Navigating the regulatory cycle invariably involves a significant volume of project, program, and transformation changes. The role of the transformation director or program lead has evolved and continues to do so. I would argue that there is now a strong case for most companies to have a permanent transformation director or chief transformation officer.

Another area of change is the energy transition sector, where new roles are emerging that have never existed before. While this is exciting, it also presents challenges in finding individuals who can transition into these roles and support these companies.

There are some well-established pathways, such as executives from oil and gas moving into offshore wind, or professionals from construction transitioning into solar. However, there are also incredibly niche roles in the energy transition space that did not exist a decade ago or even a couple of years ago.

What are some of the most exciting or innovative interim projects you’ve come across recently?

I am constantly amazed by the innovations in the energy transition space. The potential of nuclear fusion could be a complete game changer for us, and the development of hydrogen is increasingly fascinating. I am eager to see how these technologies evolve.

In the regulated sectors I oversee, such as water and energy, significant changes are on the horizon under intense public scrutiny. If these industries fail to deliver, they will face substantial criticism. Although they may not be seen as the most glamorous areas to work in, they will need to undergo vast transformations. Their personnel will need to bring forward fantastic innovations to drive development while maintaining and exceeding business as usual standards.

In 2024, renewable energy sources supplied 51% of the UK’s electricity, surpassing fossil fuels for the first time. Wind energy alone contributed 30%, with offshore wind generating 23%. If we want to maintain this progress, effective storage is the going to be key.

What are your predictions for the interim market in 2025-2026?

We have started the year positively in the interim space. Although last year was successful, it often did not feel that way due to market nervousness or a tentativeness to commit and close a process. Clients were taking much longer to make hiring decisions, and sales cycles were therefore extended. While some of these challenges persist, they are not as pronounced as they were in the previous financial year.

With a Labour government in place for the next four years, and clarity on budgets and objectives, we should now have a more stable environment for conducting business across the energy utilities and energy transition sectors. The UK’s energy and utilities market is at a pivotal juncture, where we must balance renewable energy goals with infrastructural and financial challenges.

Energy transition is complex, but I believe the interim market will stabilise over the next 12 months, although it will always be subject to geopolitical influences.

Do you anticipate any major shifts or trends in the interim market in the upcoming year?

The regulatory cycle and continued growth in renewables are exciting developments.

We must continue to invest in the modernisation of our energy infrastructure, supported by thoughtful government policies and careful management of critical projects. We are at a pivotal moment, facing significant geopolitical challenges.

I am optimistic about the next 12 months.

What advice would you give to someone considering a move into an interim career?

Is there a market for your skill set? How diverse can you be with your skill sets?

As an interim, your primary role is to solve problems. Identify the specific problems you can address in the marketplace. There is a significant demand for high-quality, high-calibre professionals to support companies, but it is crucial that your skill set aligns with these needs.

Additionally, there will be a need for highly skilled interims to support senior leadership teams.

How can individuals best position themselves to succeed in the interim market?

Join our candidate workshop, which includes a valuable session on how to take your proposition to market.

Understand what you bring to the market and the reasons why you are in a meeting with a client. As an interim, your role is to deliver on objectives and/or solve problems. Demonstrate to the client that you can help them achieve this. Unlike an interview for a permanent role, there will be specific challenges and issues to address. Your approach should be consultative, understanding the process and the challenges, and helping the client navigate them.

Be clear about your strengths and how they can support the client with the objectives or challenges they have.