The energy sector is no longer a niche in human capital conversations; it is becoming one of the most attractive and competitive spaces for executive talent, investment, and M&A. As firms race to align with decarbonization goals, the need for leadership that can scale innovation, navigate policy, and execute globally has never been more urgent. Leo Cummings, an associate at Hunt Scanlon Ventures, examines the trends driving this shift and what it means for the executive search and talent investment landscape.
In a new report published by KPMG, Energy Transition Investment Outlook: 2025 and Beyond, the firm outlines a massive surge in climate-focused capital deployment.
“Investment in energy transition assets has accelerated significantly since 2020, rising from about $1.2 trillion in 2020 to over $2 trillion in 2024,” according to the KPMG report.
Yet the outlook shows we’re still at the beginning of the runway. To hit global decarbonization targets by 2030, that figure will need to more than double.
“The energy industry has become a top priority for investors, and now for human capital firms, too,” said Leo Cummings, an associate at Hunt Scanlon Ventures.
The surge in capital is creating urgent demand for leadership talent across clean energy, infrastructure, and climate-adjacent industries. Organizations across the executive search and talent M&A landscape are moving quickly to build sector expertise, expand energy-focused recruiting practices, and support clients entering or scaling in the space.
“The energy industry has become a top priority for investors, and now for human capital firms, too.”
What was once a sustainability conversation is now a strategy conversation, and talent is the throughline.
Energy Efficiency Takes Center Stage
Of all asset categories, energy efficiency is getting the most attention. “Over the past two years, most respondents (64 percent) say their organization has invested in energy efficiency technologies,” the report noted, including electrification, high-efficiency machinery, building retrofits, and industrial process upgrades.
These investments aren’t always headline-grabbing, but they are multiplying. “It is estimated that doubling the global rate of progress on energy efficiency could reduce energy costs by one third and deliver 50 percent of worldwide CO2 reductions by 2030,” the report said.
Talent Implication
“There’s enormous white space in leadership for companies deploying efficient solutions,” said Mr. Cummings. Executive talent in this space must bridge operational execution with long-term scalability.
As the industrials, real estate, and manufacturing sectors increasingly prioritize efficiency, the market is hungry for operators who understand both infrastructure and innovation. Human capital firms that can identify leaders with this dual capability are already seeing a competitive edge, he said.
New Leadership for New Markets
The regions seeing the most interest are East Asia (54%), Europe (52%) and North America (52%), but KPMG highlights that “several countries are becoming increasingly attractive to investors,” especially in Southeast Asia and the Middle East. These shifts are being enabled by taxonomies, policy reforms, and localized capital structures that de-risk market entry.
“Energy is no longer just a technical challenge, it is a leadership one. As projects go global, talent must go multidimensional.”
This global capital migration is creating complex leadership needs. Deals are no longer confined to legacy energy hubs. Infrastructure, climate tech, and clean energy projects are scaling in new markets, where navigating regulation, culture, and government engagement becomes core to the value creation plan.
Talent Implication
“Energy is no longer just a technical challenge, it is a leadership one,” said Mr. Cummings. “As projects go global, talent must go multidimensional.”
Executive recruiters are increasingly tasked with sourcing leaders who not only understand the technology but can also navigate regional policy, stakeholder complexity, and international scale. Demand is rising for bilingual, cross-border, and policy-literate executives who can lead in emerging and frontier energy markets.
Policy Sets the Tone
Investors made it clear that “government policy is critical to the profitability of investments,” with 64% citing it as the number one factor shaping capital deployment. Feed-in tariffs, carbon taxes, and renewable energy mandates are particularly attractive to investors because they create long-term price visibility and reduce risk.
Yet the pace of policy change is inconsistent. While the U.S., Europe, and China are expected to improve, policy concerns remain high in markets like Australia and India. This disparity forces organizations to carefully calibrate leadership teams based on political agility and regulatory fluency.
Talent Implication
“Policy-savvy leadership is now a must-have in energy search,” said Mr. Cummings. “The most successful leaders will be those who understand how to anticipate policy shifts, engage with government stakeholders, and shape market narratives,” he added. Human capital firms must be equipped to evaluate not only technical and operational track records but also a candidate’s ability to influence and navigate public-private ecosystems.
“Energy transition is one of the most important macro shifts of our generation. As capital flows intensify, leadership will either accelerate or bottleneck execution.”
What’s Next
Despite geopolitical risk and a cooling IPO market, investor confidence in energy transition remains strong. The KPMG report noted that, “investment in renewable power generation, grids, and storage will need to rise from $1.2 trillion in 2024 to $2.4 trillion in 2030,” while efficiency investment must triple in the same window.
This is no longer a niche investment theme, but a central pillar of global capital markets for the next decade.
Talent Implication
“Energy transition is one of the most important macro shifts of our generation,” said Mr. Cummings. “As capital flows intensify, leadership will either accelerate or bottleneck execution.”
Executive search firms and talent partners that understand this nuance, and can place leaders who align strategy with mission, will become essential. “The opportunity is enormous, but so is the complexity. Talent, as always, will be the difference,” he said.
Article By
Leo Cummings
Leo Cummings is Editor-in-Chief of ExitUp, the investment blog from Hunt Scanlon Ventures designed for professionals across the human capital M&A sector. Leo serves as an Associate for Hunt Scanlon Ventures, providing robust industry research to support the firm’s investment group.
