Grid modernization leadership is being defined in real time as the electricity system evolves: more renewables, more battery energy storage development, more digitalization, higher peaks, and a faster pace of change across markets, policy, and technology. In honour of International Women’s Day, we hear from the women leaders at Peak Power on how leadership has evolved, which skills will matter most for the next generation shaping the future grid, and the advice they’d give to anyone considering a career in energy, climate, or infrastructure.
WHAT DOES LEADERSHIP LOOK LIKE IN A SECTOR THAT IS TECHNICAL, CAPITAL-INTENSIVE, AND RAPIDLY TRANSFORMING?
Megan Davis: In a sector that is technical, capital-intensive, and rapidly evolving, leadership means remaining continuously adaptable. The landscape is shifting quickly — from regulatory frameworks to market signals to technological capabilities — and static leadership simply doesn’t work in that environment.
To me, strong leadership in this space requires the ability to reassess assumptions, pivot when necessary, and stay open to new information. It’s about balancing conviction with flexibility. You need a clear vision, but you also need the humility to adjust course as conditions change.
Because the grid and energy markets are transforming in real time, the leaders who will be most effective are those who can evolve alongside the industry—not resist it.
Jayamali Kasige: Leadership in the energy sector today requires navigating a fundamental shift. From conventional generation to renewables, storage, and digitalization. It’s not just about managing change; it’s about understanding the technical realities behind that transformation.
In highly technical, capital-intensive environments, leaders need credibility with engineers and project teams. They must understand engineering constraints, system reliability, and safety; not at a surface level, but in a way that builds trust. At the same time, they must think commercially and strategically.
Strong energy leaders need to translate technical complexity into financial and long-term strategic outcomes. They bridge engineering and business, ensuring that innovation is practical, reliable, and economically sound.
Kathryn Weber: Leadership in a sector that’s technical, capital-intensive, and rapidly transforming needs to balance vision with coordination. It starts with reading the signals — understanding where the industry is headed, what timing matters, and which decisions need to be made before the window closes. Just as important is the ability to rally and align teams around a clear mission and purpose, especially when the work is complex and long-term.
It also needs to be deeply collaborative. Energy and infrastructure bring together a wide range of expertise — across technical domains, commercial realities, policy, and operations — and the industry is full of interdependencies between teams, functions, and stakeholders. Strong leaders create the conditions for that collaboration: they connect dots across disciplines, build shared context, and bring people together to solve the problem, not just execute a plan.
Finally, effective leadership in this space leans into the team’s strengths and values the diversity within it. Because the work requires such a broad mix of skill sets and perspectives, the best leaders foster an inclusive culture where people feel heard, respected, and able to contribute fully. They make space for different viewpoints, draw out expertise, and ensure those voices shape the decisions. I see those qualities reflected in the leadership team every day at Peak Power.
Barbara Rosado: In a sector that is highly technical and rapidly transforming, it’s important to remember that we are still talking about people. Markets evolve quickly — with new regulations, technologies, and operating models — but the people working within them are evolving too. Change takes time to study, understand, and implement effectively.
To me, leadership means recognizing that gap between transformation and human adaptation. A strong leader identifies where support is needed and creates the conditions for their team to succeed. That might mean providing clarity when regulations shift, helping prioritize in moments of complexity, or simply ensuring that learning is part of the process.
It also requires understanding that people work differently. Some need structured check-ins and frequent alignment; others perform best with autonomy and space. Leadership is not one-size-fits-all. It’s about balancing individual needs with team objectives, while keeping everyone aligned around a common goal.
In a capital-intensive and fast-moving industry, human awareness is essential.
A BELIEF ABOUT LEADERSHIP THAT HAS EVOLVED FOR YOU:
Barbara Rosado: I used to believe that a leader had to be intimidating; someone who questioned everything, pushed constantly, and led through pressure. For a long time, I thought that intensity was the standard.
That belief changed when I encountered leaders who welcomed me as I am. They still challenged me and gave me space to grow, while also valuing the perspectives I brought to the table. That made me feel capable and useful, not small.
I’ve come to believe that when leaders nurture that feeling in others, they don’t just drive performance, they build strong, confident teams.
WHAT SKILLS OR MINDSETS WILL MATTER MOST FOR GRID MODERNIZATION LEADERSHIP?
Megan Davis: I believe a commitment to continuous learning will be one of the most important mindsets for the next generation shaping the future grid. The energy sector — along with the technologies and software that support it — is evolving rapidly. Staying effective requires an ongoing investment in understanding both market dynamics and emerging tools.
To remain impactful, we need to move as quickly as the industry does. That can be challenging, particularly in a complex, high-stakes space. Maintaining stability and confidence while also remaining humble and adaptable is essential.
The leaders and contributors who are successfully leading grid modernization are those who recognize that expertise isn’t static. It’s built through continuous education, curiosity, and a willingness to evolve alongside the systems we’re working to improve.
Jayamali Kasige: The future grid will require an expanded mix of skills and mindsets beyond those traditionally associated with the power sector. It’s not about replacing foundational engineering expertise, but adding new capabilities — particularly in digital systems and cross-functional collaboration.
The grid is evolving from a centralized and predictable system into a digital, decentralized, and highly dynamic platform. Managing that complexity will require leaders and professionals who can operate across multiple domains.
Those shaping the future grid will need strengths in engineering, digital technologies, market structures, and collaboration. The ability to connect technical knowledge with data, policy, and commercial realities will be essential to building a resilient and adaptive energy system.
Leigh Billinghurst: Without hesitation, AI. But, more broadly, curiosity and continuous growth.
The next generation of leaders in grid modernization must embrace AI, not resist it. We’re operating in a world where unprecedented amounts of data are available at our fingertips. The differentiator is no longer access to information — it’s how effectively we receive, interpret, and leverage it. The right tools allow us to focus less on searching for data and more on managing it, extracting insights, and acting on them.
When used well, AI removes some of the administrative burden and creates space for higher-value thinking. It enables us to challenge assumptions, synthesize trends, and focus on solving industry challenges we’re facing for the first time. That shift allows leaders to be more forward-looking instead of reactive.
But it’s not just about AI itself. It’s about being deeply curious. Asking better questions, investing in your own development, and continuously growing alongside your team and the industry. There are more ways than ever to acquire information, which can feel overwhelming. The leaders who thrive will be the ones who stay intentional, adaptable, and committed to growth.
WHAT ADVICE WOULD YOU GIVE SOMEONE CONSIDERING A CAREER IN ENERGY, CLIMATE, OR INFRASTRUCTURE?
Leigh Billinghurst: My advice is simple: get curious and get involved.
There are countless events hosted by passionate people across the energy and climate space. Attend them. Meet people. Ask questions. Learn about the different paths this industry offers. It’s a sector filled with individuals who genuinely care about solving meaningful problems.
If you’re motivated by tackling challenges that haven’t been solved before, problems that evolve daily and demand innovative thinking, this is the right industry for you. It fuels curiosity, growth, and a comfort with complexity. For me, what began as a desire to work in dynamic, fast-moving environments has evolved into something deeper: a passion for contributing to solutions that matter.
Grid strain, rising energy costs, and political barriers aren’t going away; they’re becoming more complex. That’s exactly why we need smart, capable, and committed people entering this space.
Find where your skill set can have the greatest impact. Stay curious. Invest in relationships. The opportunity to make a difference here is real.
Kathryn Weber: Cannonball in! You won’t regret it. It’s a fast-growing space filled with people who are genuinely passionate about solving tough problems. If you’re looking for work you can tie to real-world impact, it’s hard to beat the feeling of contributing to systems that enable the energy transition.
Be curious. The sector is constantly evolving — technologies shift, policy and market structures change, and the challenges are rarely static. Ask questions, stay open, and don’t be intimidated by what you don’t know at the start (especially in an industry full of acronyms!); the learning curve is part of what makes the work interesting.
It also helps to get clear on what sparks your excitement. “Energy,” “infrastructure,” and “climate” are broad umbrellas, so take time to understand which areas align most with your interests and strengths, and where you can apply your skills and experience.
Finally, lean into the community as you explore your interests. It’s a welcoming space, and there are lots of ways to connect locally and meet people working across different parts of the industry. People are happy to share what they’ve learned and help others find their path.
Barbara Rosado: There are many ways to be involved in the energy sector. I naturally speak from an engineering and technical perspective because that’s my background, but the industry needs talent from many disciplines.
For engineers, my advice is simple: master the fundamentals. Study and truly understand the basics — physics, mathematics, core power system principles, equipment, operational procedures, and market rules. We are in the middle of a major transformation, but transformation builds on foundations. Once you’re working full-time, it becomes much harder to go back and strengthen those fundamentals if they were overlooked.
I would also encourage getting involved early in extracurricular activities, such as research projects, climate groups, and professional associations like IEEE. These experiences deepen your knowledge, expand your network, and help sustain motivation.
For those from other backgrounds, the advice is similar: become excellent at what makes you unique. Then actively look for ways to connect your expertise — whether in policy, finance, data, or communications — to the energy sector. The intersection is where impact happens.
A BOOK, PODCAST, OR MENTOR THAT INFLUENCED YOU:
Leigh Billinghurst: I’m a big fan of Mel Robbins. Her “Let Them” theory really resonated with me. The idea that life is too short to hold onto habits or dynamics that no longer serve you. Her podcast continues to be both insightful and practical, covering everything from personal growth to daily habits and self-care. It’s a reminder to stay focused on what you can control and keep evolving.
Kathryn Weber:
- Mentors: We have a great People & Culture team, and I feel grateful to learn from and work with Leigh and Shivani.
- Book: The Grid: The Fraying Wires Between Americans and Our Energy Future by Gretchen Bakke.
- Podcasts: The Interchange and Open Circuit.