Strategic setting
The company provides software and managed workflows that help commercial users understand energy consumption, evaluate procurement choices, administer contracts and organise emissions-related data. Its platform may combine meter or invoice information, tariff and contract data, forecasts, supplier information and carbon factors. Customers may use the outputs to make financially material purchases and public environmental statements.
The Board seeks an Independent Director who can guide scale without allowing advisory boundaries, market incentives or data uncertainty to remain hidden. A dashboard can appear precise while source data is estimated, stale or incomplete. A procurement recommendation can also be influenced by commissions, supplier access or assumptions not visible to the customer. The enterprise must make its role, evidence and economic interests explicit.
Nine strategic workstreams
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Define the company's role. Distinguish software, data service, procurement adviser, marketplace, agent and managed-service responsibilities in each offering. Contracts, disclosures, accounting and control obligations should follow actual conduct.
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Protect energy-data lineage. Govern source, meter or invoice identity, time period, missing values, estimation, corrections, units, tariff mapping and version history. Customer reports should identify material gaps and assumptions.
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Make procurement recommendations governable. Require customer objectives, eligible suppliers, price and non-price criteria, scenario assumptions, conflicts, recommendation records and authorised customer decisions. The platform must not imply impartiality when economics favour a particular outcome.
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Control supplier and channel conduct. Review onboarding, ownership, financial health, licences or permissions where relevant, service history, commissions, rebates, marketing, complaints and suspension. Commercial incentives must be fully visible to the customer and Board.
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Govern forecasts and algorithms. Validate consumption, price, savings and emissions models; monitor error and drift; retain human review for consequential decisions; and communicate uncertainty rather than a single deterministic answer.
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Build trustworthy carbon information. Establish boundaries, emission factors, renewable attributes, allocation, market instruments, evidence, retirement or use, supplier attestations and restatement. The company should distinguish measured, calculated, estimated and claimed reductions.
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Make customer economics complete. Track recurring software, managed service, supplier-funded and transaction revenue alongside implementation, data cleaning, specialist support, infrastructure, claims, receivables and customer concentration.
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Protect systems and business continuity. Oversee identity, privileged access, customer segregation, integrations, cyber defence, change, incident response, source-data outages and fallback during procurement or reporting deadlines.
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Set disciplined expansion gates. Evaluate new markets, energy products, financial features, carbon services, acquisitions and partnerships for legal perimeter, data quality, customer capability, talent, repeatability, liability and credible exit.
Conduct tests for major decisions
The Director will contribute to supplier marketplaces, commission models, power or energy-related contracts, carbon-data products, acquisitions, overseas expansion, AI releases, customer fund flows and institutional financing. For each proposal, the Board should know who owes the duty, who pays the company, whose data is used, what is estimated, what could cause customer loss and how the service can be unwound.
Marketing and sales material should be reviewed against product evidence. Savings and emissions claims must state baseline, time period, inclusions, exclusions and customer actions required. Customer success teams should not be incentivised to preserve an unsupported claim after contrary evidence emerges.
Board information architecture
Reporting should cover source-data completeness; estimation and correction; forecast error; procurement savings reconciled to contract and actual use; supplier concentration; commissions and rebates; customer disputes; carbon-data restatements; renewable-attribute exceptions; recurring and transaction revenue; contribution after service effort; receivables; platform availability; data or cyber incidents; model overrides; audit findings; and cash runway.
Independent assurance should trace selected customer reports and recommendations back to source data, model version, commercial incentives and authorised decisions. A suspected conflict, double use of an environmental attribute, material carbon restatement, customer-data exposure or manipulated savings result must reach the Board directly.
Candidate profile
Candidates should bring at least 22 years of senior leadership across enterprise technology, energy markets, commercial procurement, climate data, risk, digital platforms, finance or growth-company governance. Suitable candidates may include former CEOs, product or market leaders, CIOs, chief risk officers, energy executives, sustainability leaders or experienced Independent Directors.
The candidate need not be a specialist in every energy product but must understand market conduct, data lineage and platform economics. Experience scaling regulated or high-trust B2B technology, governing conflicts, entering new markets or building institutional leadership will be valuable.
Eligibility and conflict boundaries
Active inclusion in the IICA Independent Directors Databank is mandatory. The candidate must be independent of founders, investors, management and material counterparties. Relationships involving energy suppliers, brokers, exchanges, data providers, environmental-attribute sellers, cloud vendors, customers, lenders or investors must be disclosed.
The role may not be used to steer energy purchases, attributes, software, cloud, financing or consulting assignments toward connected parties.
Twelve-month objective
The Director will begin by tracing customer procurement and carbon-reporting journeys, reviewing role boundaries, supplier incentives, data controls, models and customer economics. Within one year, the company should demonstrate transparent conduct, reproducible data, bounded claims, better unit economics and expansion decisions that preserve customer trust as the platform scales.