Background
A UK-based power generation business specialising in standby diesel generators and critical power infrastructure was entering a new phase of growth.
With projects across data centres, NHS hospitals, utilities, and public sector frameworks, the business had a healthy pipeline and growing demand. But internally, they lacked the commercial leadership to convert opportunity into reliable, margin-protected revenue.
The company didn’t need more engineers or project managers.
They needed a senior commercial operator—someone who could oversee project sales, lead cross-functional teams, and scale operations without compromising on client outcomes.
The Challenge
As delivery demands increased, key risks and structural gaps became clear:
-
Lack of ownership over full project lifecycle, from sales through to handover
-
Commercial friction during delivery phases impacting gross margin
-
Engineering and project teams operating in silos, slowing project velocity
-
Mounting pressure from mission-critical clients where failure wasn’t an option
-
Leadership bandwidth stretched, with no single figure accountable for margin and delivery
Previous hiring attempts via contingent recruiters had failed to produce candidates who could lead commercially and operationally.
The Business Risk
Without a senior leader in place to stabilise and scale delivery, the business faced several strategic risks:
-
Revenue loss from unconverted pipeline
-
Damaged reputation from underperformance in zero-failure sectors
-
Margin erosion through inconsistent commercial governance
-
Strain on internal teams and rising attrition risk
-
Stalled progress on plans to scale past £100m turnover
This was not about recruitment.
It was about protecting the future of the business.
Our Approach
Renew Consultancy was engaged to conduct a focused executive search for a leader capable of owning commercial project delivery in a critical infrastructure setting.
Discovery and Briefing
We met with the leadership team to understand their goals, pain points, and organisational gaps. We mapped out how this hire would impact growth, margin, and internal team structure.
Market Research
Using our 7-stage search process, we mapped 84 senior candidates across the UK with experience in generator, switchgear, and project sales roles. We focused on those with deep sector knowledge, commercial accountability, and experience in high-pressure environments such as data centres and public sector.
Strategic Shortlisting
Each candidate was assessed on commercial leadership, delivery track record, cultural fit, and ability to unify internal departments. A shortlist of five leaders was presented, each benchmarked against clear project and margin outcomes.
The Result
The appointed candidate was a Senior Project Sales Director with over 20 years of experience in critical power.
He had:
-
Scaled a business from £25m to £109m turnover
-
Led project sales and execution for data centres, NHS, and infrastructure clients
-
Built and aligned high-performing internal teams across sales, engineering, and operations
-
Designed and implemented commercial governance frameworks to protect margin and ensure consistency
The Impact
With the right senior leadership in place, the business achieved:
-
Higher project throughput, without compromising uptime or client confidence
-
Improved commercial discipline, with clear ownership of margin at project level
-
Stronger internal cohesion across commercial and operational functions
-
A scalable delivery framework that supported continued growth and future investment
Key Takeaways for Leadership Teams in Power Generation
If your business is scaling and you’re seeing pressure on delivery, commercial margin, or leadership bandwidth, ask:
-
Who truly owns project outcomes from sale to handover?
-
What is the cost of fragmented teams and reactive delivery?
-
Are you set up to scale beyond £20m, £50m, or £100m turnover?
Strategic growth demands strategic leadership, not just more headcount.
Partner with Renew Consultancy
We help technical and engineering-led businesses secure the senior talent needed to deliver complex projects, protect margin, and scale confidently.
Our clients are privately owned power, energy and infrastructure firms between £5m-£50m turnover, preparing for:
-
Framework expansion
-
National scale-up
-
Diversification into BESS, CHP, or renewables
-
Future investment or exit
We don’t just provide CVs. We deliver clarity, leadership, and results.
Book Your Strategy Call