Strategy & Planning

“We’re changing the world in our industry, and if you go to a country that doesn’t have reliable, affordable, clean power, life is very different.”

“Today we’re forty percent renewable, with hydro, wind, and a little bit of solar. By the end of next year, we’ll be fifty percent, and we’re rapidly scaling up over the next couple of decades.”

“In 2006, when I became CEO, less than 2% of the CEOs were women. Today, there are 22% female CEOs – that’s huge progress.”

“We view ourselves as an energy transformation company, that our role is delivering on our obsession and love of customers and doing that in a way that delivers on our love of the planet and need to transform to a zero-carbon future.”

“When I showed up to one of my first power conferences after becoming the permanent CEO, there were only two women CEOs in attendance, including me.”

“The utility industry certainly punches above our fighting weight in percent of woman CEOs in the industry. The largest representation of Fortune 500 Female CEOs comes out of the utility industry.”

“Ten years ago, we went on this path to start decarbonizing our fleet. We were probably ahead of others because we realized our old, smaller coal plants were not economic.”

Interviews with CEOs from Alliant, CMS, CPS, Green Mountain, Hawaiian, Portland, and PNM.

We are talking about a process designed to articulate what makes the company tick, its ambitions as an organization, and what motivates those within it.

Our vision of distributed utility 2.0 is organized around three core functions: planning and interconnection, operations and market services, and rate design. This overview focuses on transition issues.