Sharon Smith

Thought-provoking conversations and an important focus on what will matter most for boards now and into the future this week in Sydney. The question for all of us is now we apply these insights in the #boardroom.

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Yesterday, I had the privilege to do the keynote at EXA - Energy Exchange Australia. My key message: The biggest risk in complex industries isn’t technology, it’s misalignment between people. Cultural intelligence and trust are now core leadership capabilities. Thanks to moderator Susan Kreemer Pickford and panellists Zachary Aman, Simone Ceccanti, Scott M., Christina Kelly and Nicole Grubb (Williams/Maher mob) for a thoughtful panel discussion that took the conversation further. A few insights that stayed with me: • Zachary Aman – the psychosocial dangers of social media and why cultural capability matters more than ever. • Christina Kelly – the importance of having HR/People & Culture represented at the executive level, and selecting leaders who think differently from you. • Nicole Grubb (Williams/Maher mob) Grubb – the misalignment of values (the Bademan Effect) and how we still haven’t fully shifted to recognising the true capabilities of First Nations people. • Simone Ceccanti – look at people as a solution, not a problem to fix. • Scott M. Marshall – be explicit about trade-offs, otherwise they will be chosen for you. The compounded effect of decisions should never be underestimated. A great conversation about what leadership actually requires in complex systems. It's still on taody if you wanted to pop in.

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Unregulated growth has become an important factor for innovation within Australian network businesses, but current economic conditions are putting pressure on these activities.   The recent announcement that Yurika will be folded back into Energy Queensland reflects more than a commercial recalibration. It signals how policy settings can reshape the environment for unregulated growth. The move follows debate over QLDs renewable energy commitments and highlights how shifts in government direction can place pressure on network-owned ventures operating in competitive markets. Across the sector, non-core activities without clear alignment to strategy, regulatory mandates, or visible returns are being reassessed as networks refocus on core delivery and transition priorities.   Still, the strategic logic and investment remain. Unregulated ventures can strengthen commercial capability, deepen customer engagement, create new capability and build the partnerships critical for the energy transition.   Newer ventures like Essential’s Intium are targeting customer energy solutions and digital enablement at the grid edge. Established commercial arms like Mondo (AusNet), Enerven (SA Power Networks), Lumea (Transgrid) and Zinfra (Jemena Group) continue to explore unregulated growth through energy services, DER platforms, grid-scale connections, and O&M delivery. Collectively, these models span everything from community microgrids and local batteries to renewable EPC, electrification infrastructure and data services, signalling how networks are redefining their role beyond poles and wires.   The next phase will favour disciplined, partnership-based growth where networks co-invest not only with customers, councils, and governments, but also with retailers, OEMs, private equity, and technology partners. The focus will be on scalable transition that deliver both measurable community impact and sustainable commercial returns. Simon Guttmann Tom Strawhorn Mohamed Daif, CFA Daniel Blakeley Hugh Bond Hamish Stein Michael Rath Michael Daffey Craig Knox Lyttle Sarah Connelly Eamon Ritchie Carlos Blanco Callum Chambers Nous Group

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