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World EV Day, held each year on 9 September, is a global celebration of electric mobility, raising awareness of the benefits of EVs and the progress being made towards a cleaner transport future. This year, the conversation is louder than ever. In 2025, electric vehicles (EVs) have reached a tipping point, making up one in five cars sold worldwide, a milestone worth celebrating, but also a moment to pause and ask a critical question: as adoption accelerates, can infrastructure keep up? To explore this, we spoke with Alisha Michaels, Principal Consultant with a focus on E-Mobility, who partners with companies and talent across the EV ecosystem every day. The acceleration of EV adoption According to the International Energy Agency (IEA), global EV sales passed 14 million in 2023, a 35% increase year-on-year that underlined the pace of change across the transport sector. That momentum has continued, with EVs expected to reach over 20% of new car sales worldwide in 2025, firmly establishing electric mobility as a mainstream choice rather than a niche alternative. This growth, however, is uneven across regions. According to the IEA, China continues to dominate, accounting for more than 60% of global EV sales, supported by strong domestic manufacturing and government incentives. Europe remains a major force, with almost one in four new cars now electric, while in the United States, adoption has doubled since 2021, with EVs making up around 10% of sales today. Together, these regions are reshaping the automotive landscape and accelerating the global transition to clean mobility. But as adoption accelerates, the pressure on infrastructure is becoming impossible to ignore. By the end of 2023, there were just over 3 million public charging points worldwide, a figure that the IEA warns must quadruple by 2035 if it is to keep pace with consumer demand. What was once framed as “range anxiety”, concerns about how far an EV could travel on a single charge, has now evolved into “charging anxiety”, where drivers worry less about battery life and more about whether charging points will be available when they are needed. As Alisha observes, “range anxiety is still a real thing, with a barrier to convenient and reliable charging infrastructure, especially in more rural areas. L3 chargers are being deployed more rapidly, but integration with the grid is still a challenge.” Innovation needs people to power it Solutions are already emerging. Smarter charging networks are balancing demand, vehicle-to-grid (V2G) technology is showing how EVs can double up as mobile batteries, and new methods are making charging faster and easier than ever. These innovations prove that EVs are changing how we generate, store, and use energy. But delivering these systems depends on people, and the right skills are in high demand. As Alisha explains: “On the engineering side, anyone who has a combination of software, hardware and grid integration experience, plus exposure to AI. For sales folks, Account Managers with strong L2 and L3 backgrounds that can sell into utilities. There’s also been a massive uptake in construction-centric roles with hardware developers and charging network operators.” Looking ahead World EV Day 2025 is a moment to celebrate progress while keeping sight of the challenges still ahead. EVs are no longer a future technology, they’re here and they’re growing fast. The real test now lies in whether the infrastructure can scale quickly enough to keep momentum. For companies building that infrastructure, Alisha emphasises that customer experience must come first: “Convenience and reliability are factors that either make or break a company in the EV infrastructure space. Customers want app integration, real-time availability updates and an easy payment experience. Infrastructure also needs to be scalable and future-proof, with higher voltage charging, V2G capabilities and smart grid integration built in from the start.” The next chapter of this transition won’t be defined by vehicles alone, but by the systems that power them, and the people who make those systems a reality. At Piper Maddox, we’re proud to connect world-changing companies with the talent they need, helping close the gap between adoption and infrastructure and moving the world closer to a cleaner, more sustainable future.

Last week, we hosted a roundtable at Piper Maddox as part of the Clean Energy Exchange event series, focused on grid flexibility. With Michael Lee moderating, we had folks from Tesla, Leap, Olivine, Enersponse, Shadowpower, and others who know this space inside out. The feeling in the (virtual) room? We’re at a real tipping point. Virtual Power Plants aren’t just “emergency response” tools anymore, they’re critical infrastructure, and the market conditions are lining up perfectly for them to step up. Capacity prices are through the roof, wholesale markets are volatile, and demand is growing in ways the old models can’t handle. This is exactly when VPPs should be at the forefront of conversations: fast to deploy, low-cost, and able to deliver flexibility exactly where it’s needed. 1. The market design problem The problem is the market design hasn’t caught up. We’re still stuck with siloed programs that box in assets instead of letting them work where they have the most impact. We need models that open up multiple revenue streams and recognise that not all VPP resources are the same – an HVAC system doesn’t behave like an EV fleet or a battery, and they shouldn’t be valued like they do. One point that landed hard in the discussion was around local value. The way we price flexibility right now is far too broad. A single neighbourhood with a cluster of flexible assets can fix a local constraint far more cheaply than building more infrastructure – but you’d never know that from today’s pricing zones. We need distribution-level nodal pricing that actually reflects the hyper-local impact these assets can have. 2. Balancing grid and customer needs Then there’s the customer side. Batteries are the classic example – the grid wants certainty, customers want backup. If programs can’t balance those needs, participation will always be limited. With over 3,500 utilities in the US, capability is all over the place. Some are ready to play, others are decades behind. Meeting them where they are, or going around them when we have to – will be key. That means understanding the realities of each market, working with what’s already in place, and finding ways to connect customers and utilities without overcomplicating the participation process. 3. The missing industry voice The final piece is advocacy. Right now, there’s no unified industry voice pushing for fair valuation or smarter market rules. Imagine what we could do with a coalition of VPP providers, utilities, generators, and even data centres speaking with one voice. The narrative on grid reliability needs a rewrite – and the proof these assets deliver is already there from recent heatwaves and grid events. If we want VPPs to fulfil their potential, we need to align as an industry, decide what we’re pushing for, and make sure the message is loud enough to cut through. Bottom line: VPPs aren’t the future – they’re here. But without changes to market design, pricing, and the way we advocate for them, they’ll stay underused. Get it right, and they can become the backbone of a more flexible, reliable, and cost-effective grid.

Our parent company, LHi Group, has today announced a significant leadership transition as Jim Denning steps down from his role as CEO. In a bold move rarely seen in recruitment, the Board has appointed Mike Bott and Ben Richardson as co-CEOs to lead the business into its next chapter. Following five impactful years at the helm, Denning will be taking on a new position within the Group as Executive Director, where he’ll focus on developing future leadership talent – reinforcing LHi’s long-term commitment to investing in its people. “I’ve loved my time as LHi CEO,” said Denning. “I’m incredibly proud of the culture we've built together and I’m hopeful that I have left behind a legacy with the LHi Vision and our internal philosophies – stuff which I believe will outlive us all! I’m very excited to now be doing something that I have been passionate about for a long time, chasing my ‘future you’ by stepping into a new role that allows me to focus on the next generation of leaders who, I believe, will take LHi to even greater heights. I am incredibly proud to hand the reigns over to Ben and Mike, great humans who own two of the best stories of what’s possible in recruitment. I am certain they will take us to a level that I couldn’t even dream of!” The co-CEO structure isn’t a common move within the recruitment industry but was a decision that the Board felt was unequivocally right for LHi’s future growth plans. Speaking on the new leadership structure, Chairman, James Ash said “We know that in the right circumstances and with the right leaders, the co-CEO model works incredibly well. This model allows us to achieve so much more, to focus equally on building and innovating; to better navigate the complexities of the market and a fast-changing industry; and to more effectively operate on a global scale, from Germany to California. In Ben and Mike, we have two people who are willing to be selfless, put their egos aside, and care more about the success of the business than themselves. From joining as consultants to now becoming co-CEOs, I think you’d be hard pushed to find two people more committed to LHi and our vision.” Both Mike Bott and Ben Richardson are longstanding leaders at LHi, having both started their recruitment careers within the Group. Over the years, they’ve held a range of senior positions and played instrumental roles in launching and scaling operations across the UK, Europe and US, including opening and leading multiple international offices. Mike Bott, formerly Chief Commercial Officer, was one of LHi’s first consultants, joining the company over 17 years ago. He said “We’ve always been a business that bets on it’s people. I’ve had an incredible 17 and a half years of adventures with LHi and I’m extremely proud to now be leading the company alongside Ben. Our partnership works because we challenge each other, have total trust in each other, complement each other, and always put what the business needs before anything else. We are ready for the next adventure and the exciting times ahead.” Ben Richardson, formerly Chief Operating Officer, added “This is more than a title change, it’s a continuation of a shared journey. Mike and I have grown through every level of LHi, and we’re aligned on the vision and values that will take us into the next chapter. We're focused on building an agile, forward-thinking organisation that remains fiercely people-led.” The co-CEO model is becoming increasingly recognised for its effectiveness. A recent Harvard Business Review study of 87 companies with co-CEOs found they delivered an average annual shareholder return of 9.5%, compared to 6.9% for single-CEO firms. Nearly 60% of co-CEO-led companies outperformed their benchmarks, indicating the model’s power to enhance value through shared leadership. Not forgetting Netflix's co-CEO model which appears to be hugely successful, and largely credited to the complementary skill sets of Ted Sarandos and Greg Peters. It’s former CEO Reed Hastings said of Peters and Sarandos “Twice the heart, double the ability to please members and accelerate growth.” With Mike Bott based in the UK and Ben Richardson in the US, the duo will bring a global perspective and round-the-clock leadership coverage. Their complementary strengths, strategic commercial growth, and operational excellence create a leadership balance that reflects LHi’s commitment to innovation, diversity of thought, and employee wellbeing. Bott and Richardson are set to lead in a time when many recruitment firms are facing headwinds in the post-2022 landscape, however, LHi Group has recorded a positive year so far. On the three-year anniversary of launching its Employee Ownership Trust (EOT), LHi Group announced the successful completion of a capital raise, repaying 80% of capital owed to loan note holders well ahead of industry benchmarks - marking a significant financial and cultural milestone for the business. With the investment in to leadership training, continued plans for international growth and a new offering from their consultancy brand XPS launched this month, LHi Group’s 25-26 plans look to be an exciting start for the new co-CEOs. About LHi Group LHi Group is the parent company of five specialist, non-competing recruitment brands operating across the UK, Europe and USA.

The clean energy sector thrives on innovation and progress. Every breakthrough in renewables, storage, and sustainable infrastructure depends on those willing to challenge the status quo. As engineers lead the charge toward a net-zero future, it’s critical to recognise the women helping to shape that future, solving complex problems, designing smarter systems, and accelerating real-world change. This International Women in Engineering Day, we’re celebrating the women building the energy transition from the ground up, and highlighting why diverse talent is essential to engineering a better tomorrow. Why Gender Diversity in Engineering Matters A truly sustainable energy system is one designed for everyone, and that starts with the people designing it. Gender-diverse teams bring broader perspectives, improve problem-solving, and help create systems that are more inclusive, resilient, and effective. Still, women remain underrepresented in engineering. Globally, they make up just 16.9% of the UK’s engineering workforce. Leadership roles are even more imbalanced. Closing this gap is vital, as more inclusion means greater innovation. Breaking Barriers: Spotlight on Lacey Collins To mark International Women in Engineering Day, we spoke with Lacey Collins, Divisional Manager of Renewable Fuels, Bioenergy & CCUS at Piper Maddox in New York, to gain her perspective on the barriers women face in technical sectors, and why visibility is essential for progress. Lacey highlights the ongoing barriers women encounter in technical and male-dominated sectors. “The main barriers we see are a lack of representation or role models,” she explains. “It’s difficult for the first woman to pave the path for those behind her.” She also notes that caregiving responsibilities often create added pressures, especially in roles with long hours, inflexible work environments, or limited support systems. For Lacey, spotlighting women in energy and engineering is essential to breaking those barriers. “When women see others succeeding in these spaces, it breaks down stereotypes and shows that we all belong,” she says. She believes visibility isn’t just about recognition, it’s about making space for new perspectives and leadership styles that are vital to a more inclusive, balanced workforce. Supporting Women in Clean Energy and Engineering Careers At Piper Maddox, we’re proud to work alongside the women who are engineering the future of clean energy. From renewable fuels to grid infrastructure and beyond, progress depends on diverse talent, equitable opportunities, and inclusive workplace cultures. We’re committed to connecting forward-thinking organisations with the professionals driving that change.

Every second, we lose a piece of our planet’s oldest and most vital ecosystems. Rainforests, home to more than half of the world’s terrestrial species and critical to regulating the Earth’s climate, are disappearing faster than we can replace them. This World Rainforest Day, we’re not just celebrating their beauty. We’re recognising their power. Rainforests aren’t separate from the sustainability mission, they’re central to it. If we hope to build a net-zero future, we need to protect the ecosystems that have been storing carbon and sustaining life for millions of years. Why rainforest protection belongs in every climate strategy Rainforests act as natural carbon-capture machines. These ecosystems absorb billions of tonnes of CO₂ every year, helping offset the emissions we’re still working to eliminate. Their role is quiet but powerful, storing carbon, filtering air, and keeping global temperatures in check. But when we cut them down, they don’t just stop helping, they start hurting. Degraded rainforests release carbon back into the atmosphere, turning from climate stabilisers into sources of emissions. In other words, we can’t build a net-zero future if we’re destroying the ecosystems that have been supporting the climate all along. The skills needed for a sustainable energy future As the climate sector grows, so do the expectations. It’s no longer just about technical skills, it’s about understanding the full picture. The best teams today are made up of people who can think holistically, work cross-functionally, and prioritise long-term impact over short-term wins. That’s where we come in. At Piper Maddox, we help companies find forward-thinking talent, people who bring both expertise and environmental awareness. Whether you're hiring for growth or impact, we’ll connect you with the talent who understand the pace, purpose, and potential of the energy transition.

Every year on Global Wind Day, the world comes together to celebrate the power of wind, not just as a renewable resource, but as a catalyst for economic and environmental progress. This year’s theme, “The power of wind: building a clean and secure energy future,” is a timely reminder that the global energy transition depends on more than just infrastructure. With nearly 4 million wind energy jobs projected by 2030, the future of the industry rests on its ability to attract and develop the right talent. Where wind energy jobs are coming from As the world moves toward a low-carbon future, wind power is playing a leading role in reshaping global energy systems, and creating jobs in the process. According to the International Energy Agency (IEA), offshore wind is set to become the largest source of electricity in the European Union by 2040. This rapid expansion is being driven by large-scale investments in both onshore and offshore wind projects, which in turn are fuelling demand across a wide range of roles. Careers in wind turbine installation, operations and maintenance, project planning, environmental compliance, and grid integration are all seeing strong growth. With wind power capacity expected to keep rising over the next decade, the industry is offering more opportunities than ever, especially for those looking to pursue a long-term career in renewable energy. The skills gap threatening wind power growth Despite the momentum, the wind energy industry faces a significant obstacle: a growing skills gap. The number of people entering the sector isn’t keeping pace with demand, especially in technical areas like offshore wind, electrical systems, and marine engineering. The Global Wind Energy Council (GWEC) estimates that wind power could support nearly 4 million jobs by 2030, but this projection depends on whether the workforce is ready. Many employers are already struggling to fill critical roles, and as the sector grows, so does the pressure to invest in workforce development, reskilling, and inclusive hiring practices. If the world is serious about building a secure, sustainable energy future, closing the talent gap must be part of the plan. Investing in talent, securing the future With nearly 4 million wind energy jobs expected by 2030, the opportunity to build a cleaner, more secure energy future is within reach. But turning that potential into progress means investing in people, attracting new talent, supporting those already in the sector, and building the skills needed to sustain long-term growth. At Piper Maddox, we work alongside the companies and individuals driving this change, helping connect the right people to the right opportunities, and shaping the teams that will power the future of wind energy.