De-risking C-Suite Hires

When Poor Leadership Choices Hold Back Company Growth

The Cost of Bad Leadership Hires

The clean energy market is projected to reach USD 650 billion annually by 2030. To achieve this, strong, agile leadership will be an absolute imperative. 

Yet I don’t see enough investors/platforms derisking their C-suite hires enough.  

The impact? A business falling behind the curve, plus cultural damage that can take years to repair. 

In clean tech's race to scale and achieve net zero, leadership failures hurt. 

While the industry talks strategy, the most innovative organisation's are implementing evidence-based hiring practices that work. 

It’s all about protecting business growth and enhancing company culture, something our Advisory Board has deep experience. Here they share the battle-tested insights that separate successful hires from expensive mistakes. 

Green Executives Advisory Board

Context on bad hires 

Failed C-Suite transitions result in: 

• 15% lower performance from direct reports 

• 20% higher likelihood of employee disengagement and turnover 

• Years of recovery time to rebuild trust and momentum 

Ron Johnson's spectacular failure at JCPenney illustrates the damage: $4 billion in lost revenue, plummeting stock price, and organisational chaos that persisted long after his 17-month tenure ended. 

Defining Success: Beyond the Resume 

What does a successful C-suite hire look like? While research reveals that successful executives share four crucial factors—general talent, execution skills, charisma and strategic creativity—clean tech demands more. 

"When a company makes changes on the executive level, it is often linked to the need

for strategic changes or simply that the company is entering into the next phase of evolution. 

Thus, it's crucial to be very clear on what the key objectives and expectations beyond the job description are. A well-defined and considered candidate pitch often lays the

foundation for a successful hire." 

Tove Feld, European Energy Expert

"Hiring executives requires a carefully planned process that minimises the risks associated with senior leadership recruitment.

It is essential to secure leaders who not only possess the right cultural fit and capabilities

but also align closely with the company's values and strategic goals."

Jan Behrendt Ibsø, Global Energy Leader

At Green Executives, our experience shows that traditional hiring metrics fall short. The energy transition requires leaders who navigate unprecedented complexity from quarterly regulatory changes, overnight technology disruptions to volatile capital markets. 

"Hiring at the executive level means finding the right leader who fits the culture

but brings meaningful impact and the ability to inspire those around them.

Technical and/or sector expertise are a given, but does this person have the ability to

build followership and galvanise a team to deliver true high performance?" 

Andy Cox,

Head of Energy Transition at Howden

Successful clean tech leaders demonstrate: 

• Strategic agility: Pivoting business models as markets evolve 

• Execution excellence: Delivering results under regulatory scrutiny 

• Sector fluency: Understanding traditional energy systems and emerging technologies 

• Mission alignment: Authentic commitment that resonates across stakeholder groups 

As Tove Feld notes, 

"Both IQ and EQ should be considered carefully, and high-potential leadership talents should not be neglected—they may not fit the role today but can be developed into a strong successor in the future." 

Jan Behrendt Ibsø talks of the leadership multiplier effect,

"The ideal leader inspires and motivates other senior leaders, fostering an environment that energises their direct reports and the broader employee base." 

Stakeholder Alignment: An important resilient baseline 

Misaligned expectations between boards, investors and management teams derail even promising appointments. 

"Start by getting clear on what success looks like in the role. Don't just list tasks - think impact. Build in the kind of behavioural  and competency markers that reflect where you're headed as an organisation, not just where you are." 

Monica Collings OBE

Diversity and energy thought leader and former retail energy chief

A Clean Tech Success Framework maps both business outcomes and leadership competencies specific to the energy transition, aligning stakeholders on critical questions: 

• What does "successful commercialisation" mean for unproven technologies? 

• How do we balance rapid growth with smart capital allocation? 

• What behaviours build regulatory credibility while inspiring bold innovation? 

Clean tech's diverse ecosystem—impact investors, technical teams, regulators—makes this alignment complex but essential. 

Tove Feld, on the importance of transparency,

"If you are hiring for growth, you may consider candidates who have the capabilities to fill larger shoes; however, be very transparent about what the current and future state is." 

The Private Equity Imperative 

Clean tech's rapid expansion demands leaders with high-growth, high-pressure experience. Research shows private equity firms prioritise execution-focused leaders over those with strong interpersonal skills alone. 

Jan Behrendt Ibsø notes, 

"Particular emphasis should be placed on sector-specific knowledge and experience to ensure the executive is well-versed in the unique challenges and opportunities within the industry," 

Fast-growing clean tech companies need executives who can operate under intense scrutiny while scaling operations rapidly. 

Agility Calls 

The energy sector faces constant transformation. Based on the leadership model of Heidrick & Struggles, leaders need "FLARE" capabilities: 

Foresight: Anticipating regulatory and technology shifts 

Learning: Continuously adapting as markets evolve 

Adaptability: Adjusting strategies as landscapes change 

Resilience: Persisting through funding cycles and policy shifts 

Execution: Delivering precision in capital-intensive industries 

An Agile Leader

Jan Behrendt Ibsø highlights the importance of composure under pressure, 

"Such a leader maintains a strategic overview while serving as a role model, demonstrating composure and effective leadership even when facing pressure or competing priorities." 

Companies with agile leaders consistently outperform competitors. 

Where Hiring Goes Wrong 

Common C-suite hiring  failures: 

1. Gut Instinct Over Data 

Many organisations rely on "gut feel" rather than proven assessment methods. 

"A lot of the common missteps come from choosing people based mostly on sector experience, while missing qualities like agility, empathy and the ability to lead with integrity," 

warns Monica Collings. 

"Less successful hires often come from relying on gut instincts, closed circles, or rushing through the process to fill a gap." 

2. Speed Over Precision 

Desperate and rushed hiring almost always fails. Executive searches require a full and proper time commitment to allow the building of a detailed and fully understood Candidate Specification, thorough market coverage to take place and proper assessment and courtship of the right candidates. 

From his extensive direct experience, Iain Manson understands this matter better than many.

"Too often, hiring managers gravitate toward candidates who mirror their background and approach. But in sustainable energy's rapidly evolving landscape, this creates

dangerous blind spots.

The strongest teams combine proven sector expertise with fresh perspectives that challenge conventional thinking. We need leaders who can bridge traditional energy knowledge with innovative approaches —not just more of the same.

We also need leaders with the capability to lead others through change". 

3. Disregarding Culture  

Hiring in your own image prevents necessary cultural evolution. 

Michael Saltzberg, biomaterials expert and advisor, observes,

"Interview processes often focus almost exclusively on the candidate's skills and experience and do not spend enough time evaluating culture fit.

A candidate might be excellent in their previous roles or even in a similar role in a different company but fail to thrive in your company if their interpersonal approach and/or values are not a good fit." 

4. Short-term Thinking 

Cutting costs on executive talent undermines long-term success. 

Andy Cox adds

"Focus on psychometrics and track record of delivery rather than specific technical capabilities. The best hires at this level are confident enough to surround themselves with people more capable than themselves." 

Cultural Fit vs. Performance: No Trade-offs Required 

The highest-performing clean tech leaders demonstrate both cultural alignment and performance excellence. Data-driven insights reveal candidates who fit the role AND align with organisational culture. 

Michael Saltzberg recommends, 

"The best way I have found to evaluate culture fit is to have a reasonably large interview team of people that bring diverse points of view—different roles, backgrounds, seniority, etc.—and are good examples of your desired company values and culture." 

Tove Feld suggests a powerful interview technique, "

During the interview and selection process, untapping the executive experience and way of thinking, by getting inside the candidates' heads on 'what they would not do and why' is often more powerful than asking 'what they want to do'." 

Monica Collings brings in the broader impact, "

What's worked for me? Diverse hiring panels, real-world scenario testing and open, honest onboarding. That's how I believe you uncover substance and spot those who'll thrive beyond the interview stage." 

Tove Feld concludes, 

"Solid background checks and behavioural assessments are vital to derisking executive hires, to ensure alignment with the desired company culture and strategic ambitions." 

The Green Executives Advantage 

In clean tech's rapidly shifting landscape, decision-making must be razor-sharp and precise.  

Deep sector expertise is invaluable.  

Even the most successful leaders from other industries face magnified challenges in clean tech due to the unique regulatory complexity, technology risks and stakeholder demands inherent to the energy transition. 

"Partnering with an executive search firm that deeply understands the sector and prioritises these critical factors can greatly enhance the hiring process. A firm with a proven track record of successful, long-term executive placements helps ensure an unbiased and objective selection, greatly increasing the likelihood of a strong, lasting leadership fit," 

concludes Jan Behrendt Ibsø. 

The evidence: 90% of teams with successfully onboarded leaders meet their three-year performance goals. 

The Way Forward 

Clean tech cannot afford expensive hiring mistakes. The mission is too urgent, competition too fierce and capital requirements too substantial. 

"In my experience, the best way to de-risk senior executive hires is to agree on an exhaustive leadership brief with a trusted and experienced recruitment consultant who really understands your company and the market in which it operates," says Iain Manson. 

"At the end of the day, it's not just about hiring an executive, it's about investing in a leader who lifts the whole organisation. That's the true win,"  concludes Monica Collings. 

The solution: 

• Data-driven assessment over intuition 

• Structured processes over rushed decisions 

• Sector expertise over generalist approaches 

• Long-term value creation over short-term cost savings 

Final words from Joe Hetherington, Managing Partner, Green Executives. 

"The clean energy transition represents one of the largest economic opportunities in human history. Many would argue, as we do, that securing strong, transformational leadership is a business imperative —and an environmental necessity.  

It's always worth reinforcing that a trusted advisory board provides the diverse, practical perspectives essential for navigating complex C-suite hiring decisions in this

rapidly evolving sector.  

Finally, as someone who leads an executive search firm, this is about protecting our clients and their companies with fail-safe methodologies that inject organisational growth and vitality into leadership choices."