Power and Utilities
Acre partners with power and utility companies to find candidates that drive the transition towards cleaner, more sustainable energy systems. From smart grid innovation to energy storage solutions and the decarbonisation of electricity and gas networks, we connect organisations with forward-thinking leaders and technical specialists. Our expertise ensures businesses can navigate regulatory challenges, integrate renewables, and build resilient, low-carbon utility infrastructures for the future.
Built Environment & Green Infrastructure
Acre supports organisations in creating climate-resilient, low-carbon built environments that prioritise sustainability and efficiency. From net-zero buildings to green infrastructure and urban regeneration, we connect businesses with experts in sustainable design, ESG strategy, and climate adaptation.
Transport & Mobility
Our recruitment services help navigate the talent market for organisations that are addressing the shift to electric vehicles (EVs), sustainable aviation, green shipping, and the decarbonisation of logistics and public transport systems.
Climate Risk Management
As climate risks intensify, businesses must integrate resilience strategies into their operations and investments. Acre connects organisations with specialists in climate risk assessment, ESG strategy, and nature-based solutions to mitigate environmental and financial risks. Find out more about our carbon markets recruitment work.
Driving sustainable change
The energy and infrastructure sectors are key to the global transition to a low-carbon, resilient future.
Acre partners with organisations leading this renewable energy transformation, connecting them with experienced professionals to accelerate innovation, advance decarbonisation, and embed sustainability into critical infrastructure projects.
Our energy recruitment expertise ensures that companies have access to the specialist skills needed to meet regulatory expectations and seize opportunities in the green economy. Particularly in emerging areas such as the energy transition and modern transmission & distribution systems.
Find out more about our Renewable Energy work.
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Clean Technology
Thought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
FeaturedClean TechnologyThought LeadershipThe Women Shaping the Future of Energy
With Eva Zimmerman, Senior Associate at Aurora Energy Research
What would the energy transition look like if women were equally represented at the top? It’s a question that matters. Not just for fairness - but for better decision-making and stronger outcomes.
In partnership with POWERful Women, Acre continues the blog series uncovering the stories, barriers, and breakthroughs shaping female leadership across the energy sector. Our guest today is Eva Zimmermann, a Senior Associate at Aurora Energy Research. Eva is working at one of Europe's leading global providers of power market forecasting and analytics, where she leads a team focusing on pan-European battery storage and flexibility.
So, what does female representation in leadership look like in the energy sector and how did you progress?
I would say there are quite a few women in the middle management level. The gender bias does not seem as strong when looking at roles that are operationally important, but lack strategic decision making. When you go to senior management however - one level above - you don’t really see as many women being represented.
What I personally experienced is that if I wanted to progress (and take more responsibility) - I actively had to go to my manager and ask for it.
Once I did, I would get positive feedback and discussions would be had about my next move up the ladder, but many women are taught throughout their lives not to be as demanding or proactive in their career progression.
I always felt more comfortable and empowered underneath female leadership throughout my career. The meaningful impact strong female leaders have had on my progression is a big part of what’s motivated me to mentor junior female colleagues. I always encourage my mentees to speak up and make themselves heard when they’re considering their next move, or when they’ve got ideas about how to make a difference. For me, it’s always better to get a “no” than not try at all.
What changes should happen?
The full burden can’t always sit on women’s shoulders. Being more assertive about your progression pathway doesn’t make inequality disappear. Yes, there’s always something you can do personally to shape your career - but it’s very much on senior leadership to recognise the sensitivities around gender inequality, and to check for bias regularly and deliberately.
Leaders should be pushing everyone into new, more challenging work, rather than waiting for people to put themselves forward. It’s a more active, conscious style of people management: not just noticing the loudest voice in the room, but paying attention to performance, outputs, and the attitude of the people who are genuinely making a difference.
What advice would you give to a young woman starting in the energy sector?
Visibility of female leaders at the top is super important. If you see it, then you can envision it and work towards it. Networking from early on is equally important. My advice for when networking feels difficult, is reach out with a specific, well-researched reason to connect (a shared challenge, a piece of their work you genuinely rate, or a sharp question).
Staring a conversation is always easier in a topic area you feel knowledgeable and comfortable. To be remembered, follow up with something useful (an article, a perspective, an intro, or a quick summary of what you’re seeing in the market). Stay consistent and build a light-touch rhythm, keep delivering value, but make sure your work and thoughtful contributions are also visible and getting noticed.
Why is gender equality important in the energy transition?
The energy transition is quite complex. The challenge is equally distributing talent and using the smartest minds to tackle one of the worlds most important issues. When women are excluded from decision-making roles, we don’t just lose representation - we lose capability. Fewer perspectives and fewer ideas at exactly the moment we can’t afford it.
Too often, the conversation centres on how women should adapt to succeed in traditionally male environments. A better question is: what can organisations learn from female leadership styles to make the transition faster, smarter, and more resilient?
Acre is committed to driving meaningful change within the energy sector, focusing on appointing impact-driven leaders that can create a more inclusive and sustainable industry. Our interest in this topic stems from a belief that diversity in leadership is essential for better decision-making, stronger business outcomes, and achieving a fairer energy transition. Through this blog series, in partnership with POWERFul Women, we will continue to explore the challenges, successes, and strategies around female representation in energy leadership. Each interview and insight will shed light on what’s working, what needs to change, and how the sector can accelerate progress for the next generation of leaders. Please reach out if you are interested in learning more.
Market Analysis
Acre is a specialist in the industries it serves, with over 20 years of experience mapping how talent flows through complex and evolving renewable energy sectors. Our expert teams combine deep market understanding with real-time insight, enabling us to advise clients with clarity, precision, and long-term strategic value.
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