Energy Operations

Imagine this role existed in your business

Energy is a major cost, a daily operational dependency, and a growing ESG obligation — yet in most multi-site businesses, no one truly owns it.

A Head of Energy Operations treats energy as a strategic function, not an overhead. They own the full energy portfolio end to end: negotiating contracts, controlling cost, improving efficiency, ensuring assets perform, and delivering reliable carbon reporting.

Crucially, they don’t just manage energy — they educate the wider business, surface risk early, and identify where energy can create a competitive advantage.

Outcomes

Predictable energy costs and no renewal surprises
Optimised energy use across sites and assets
Smarter investment decisions with strategic returns
Accurate, trusted energy and carbon reporting
A business that understands — and leverages — energy better

Role snapshot

Energy Operations

Reports to: Chief Financial Officer (CFO)

Accountable for

Total energy cost, contracts, and pricing exposure
Energy usage, efficiency, and site performance
Performance of energy assets (generation, storage)
Energy-related investments and business cases
Energy risk, compliance, and carbon data inputs
Educating the business and surfacing strategic opportunities

What success looks like

Energy costs are predictable and controlled
Contracts and pricing decisions are proactive
Inefficiencies and asset issues are flagged early
Investments deliver clear ROI and strategic impact
Energy and carbon reporting is accurate and trusted
Energy actively contributes to competitive advantage

Download full role description

How Energy Operations works

A continuous operating model — not a project or a review cycle

Everything that affects energy cost, risk, performance, or reporting is actively owned — continuously. Some responsibilities run quietly in the background. Others surface clear decision points for leadership.

Always-on ownership

Bills & tariffs

Validated before you pay

Bills, standing charges, and pass-through costs are checked continuously. Errors, anomalies, and cost creep are identified early — not discovered months later.

Usage & meter data

Monitored for waste and peaks

Site-level usage is monitored for abnormal behaviour, wasted energy, and avoidable demand spikes — focusing attention where it actually matters.

Assets & performance

Tracked against expectations

Generation, storage, and flexible loads are tracked against expected performance so under-delivery, degradation, or misconfiguration is identified early.

Decision moments

Contracts & renewals

Run on your timeline

Renewal windows, rollover risk, and pricing exposure are tracked in advance — giving leadership time to make deliberate decisions, not forced ones.

Risk & compliance

Issues surfaced early

Operational, financial, and regulatory risks are tracked continuously — with clear thresholds and escalation when action is required.

Projects & investments

Only when the case stands up

Projects are assessed against real demand, financial return, risk, and carbon impact — not vendor pressure or trend-chasing.

This creates a steady operating rhythm — where risks are surfaced early, decisions are intentional, and energy stops becoming a recurring distraction.

Business impact

Energy stops falling between the cracks

In most organisations, energy sits between finance, operations, facilities and sustainability — owned by no one and escalated too late.

Energy Operations changes that. It creates a single point of accountability, a shared version of the truth, and a steady rhythm for making decisions before issues become problems.

Clear ownership

Energy has a named owner with end-to-end responsibility — not scattered tasks and assumptions.

Fewer surprises

Costs, renewals, and risks are surfaced early, with context — not discovered in arrears.

Better decisions

Leadership gets decision-ready insight, not noise, dashboards, or vendor pressure.

A simple sense check

Does uncertainty in energy prices make it harder to sell what you do?

For most businesses, the honest answer is no.

Energy matters. It carries cost and risk. But it doesn’t determine pricing, contracts, or the ability to sell.

That’s precisely why it shouldn’t be treated as a commercial bottleneck or absorbed into day-to-day selling decisions. What it needs instead is clear ownership, proper governance, and specialist attention — without becoming a distraction from running the business.

If the answer is yes, energy belongs much closer to the commercial core — and deserves even more deliberate focus.

What you get

A managed energy function — without building one

Delivery is structured like an embedded function: defined outputs, clear interfaces by audience, and escalation that happens before cost, risk, or performance slips.

CFO / leadership

Monthly leadership pack

Single trusted view of cost, risk, and actions.
Variances explained — not just reported.
Decisions required are clearly flagged.

Operations / Facilities

Site actions & anomaly triage

What changed, where, and why it matters.
Clear actions: fix, monitor, escalate.
No noise — only what’s worth attention.

Finance / Procurement

Renewals & supplier governance

Renewal timelines run deliberately.
Bills validated before payment.
Supplier performance tracked over time.

What we don’t do

Clear boundaries. Fewer surprises.

Energy only works as an outsourced function when incentives are clean and accountability is clear.

We don’t sell energy, hardware, or contracts — and we don’t take commissions from suppliers.
We don’t recommend projects unless the business case stands up against real data, risk, and return.
We don’t replace ownership with dashboards. Insight only matters if someone acts on it.
We don’t let responsibility slip between teams. There is always a named owner and a clear next step.

Next step

If no one truly owns energy in your business, this is how you fix it — without building an internal energy department from scratch.