Jacqueline Redmond

Chief executive and enterprise leader with close to thirty years in executive and leadership roles across commercial, investment, regulated and international organisations. Career spans chief executive P&L and organisational accountability, direction of a c.$1.3bn global innovation portfolio at Shell, leadership of a 200+ person international organisation through post-acquisition integration at ScottishPower, and executive and board-level oversight within multi-billion-pound investment institutions. Track record of translating strategy into portfolio choices, capital and resource allocation, operating models, measurable performance and long-term value creation.

Executive Chair & Co-Chief Executive - CENSIS Technology Solutions

(2024-01)

Technology organisation emerging from Scotland's national innovation centre for sensing, imaging and IoT.

• Leading the carve-out and strategic repositioning of the organisation, reshaping its operating and funding model to create a financially sustainable standalone business while sustaining delivery through transition.
• Led restructuring of the specialist technical organisation, aligning cost, capability and organisational structure with the new business model while retaining critical expertise.
• Chief executive accountability for organisational and financial performance and for corporate services including finance, human resources, information technology, procurement and facilities.
• Executive oversight of applied technology, sensing and data-systems development and adoption across commercial and public-sector customers and partners.

Chief Executive Officer - PNDC

(2020-01 - 2024-12)

National centre for whole-energy-system research and innovation, working with utilities, technology companies and government.

• Repositioned the Centre from a university-subsidised membership model into a financially sustainable, delivery-focused organisation, delivering 22% compound annual growth over four years while expanding operational capacity by 50% and headcount by 40%.
• Eliminated reliance on institutional subsidy, replacing it with earned and competitively won income and securing strategic investment through competitive funding processes.
• Built and led a multidisciplinary senior leadership team spanning technical delivery, business development, programme management and operations, converting a group of academic managers into commercially accountable leaders; the majority were subsequently recruited into senior industry roles.
• Expanded the organisation's role with major industry, government and technology partners, positioning PNDC as a recognised platform for collaboration on energy-system strategy, innovation and transition.

Division Director - Macquarie Group

(2017-01 - 2019-12)

Infrastructure and energy investment within a global infrastructure asset manager, developing investment propositions and frameworks for new and emerging infrastructure markets.

• Defined fund strategy, investment criteria and expected-return parameters for new infrastructure and energy fund propositions.
• Developed investment and risk frameworks for emerging energy technologies, supporting evaluation of opportunities and investment decision-making.
• Advised a UK Government taskforce on investment structures capable of mobilising institutional capital into energy infrastructure.

Chief Risk Officer - UK Green Investment Bank

(2015-01 - 2017-12)

The UK's first green investment institution. Executive accountability for enterprise and investment risk; Investment Committee member with sole veto authority over £3.4bn of commitments.

• Provided executive challenge across investment strategy, individual transactions, portfolio construction and institutional risk, balancing commercial returns with the Bank's investment mandate.
• Contributed directly to asset-allocation and portfolio decisions, including the seeding of the offshore-wind fund and the use of direct investment, externally managed funds and co-investment structures.
• Worked across investment teams on structures designed to mobilise private capital and expand the Bank's investment capacity and market impact.
• Helped establish UK Climate Investments with the UK Government's development finance arm, creating an international investment platform initially focused on India, South Africa, Kenya, Rwanda and Tanzania.

Strategic Deal Lead & Head of Commercial Power - Shell

(2012-01 - 2015-12)

Led complex international energy transactions, commercial partnerships and government-facing negotiations across power, carbon capture and market development.

• Originated and led a £1bn cross-border carbon-capture consortium, developing the proposition, aligning sovereign and commercial partners and leading negotiations with the UK Government on the commercial and regulatory framework.
• Advised the governments of Indonesia and Thailand on power-market development, market design and transition pathways, working at the interface of commercial opportunity, policy and market structure.

Vice President, Technology Strategy - Shell

(2009-01 - 2012-12)

Directed strategy and portfolio prioritisation across a c.$1.3bn annual global innovation portfolio spanning seven countries.

• Led portfolio reprioritisation and the global research-estate review, rationalising operations across the United States, India and Europe and reallocating resources to a smaller set of higher-priority growth and technology areas.
• Led organisational design for the CTO's 350-person function, reshaping structure, leadership responsibilities and team capability through significant organisational change.
• Established a $300m external innovation programme and portfolio-evaluation framework, expanding the use of universities, technology companies and external partners to accelerate innovation and access new capability, including a number of small technology acquisitions.

Global Director, LNG Strategy - Shell

(2006-01 - 2009-12)

Led Shell's global LNG strategy team, responsible for the business-wide strategic roadmap and working across regional businesses, national partners, governments and commercial teams.

• Shaped global LNG portfolio and market priorities, aligning regional strategies, capital choices, growth opportunities and commercial positions across major international markets.

Director, Corporate Strategy - ScottishPower

(2003-01 - 2006-12)

Corporate strategy for a multi-business international group spanning regulated networks, generation, supply and overseas subsidiaries across the UK, United States and Australia.

• Led corporate strategy and portfolio work during a period of significant strategic and ownership change, assessing business performance, portfolio options and major strategic choices across the Group.
• Led the corporate-strategy case for the divestment of PacifiCorp, supporting evaluation of the Group's portfolio, strategic direction and shareholder-value implications.
• Led strategic work supporting ScottishPower's response to E.ON's unsolicited takeover approach, assessing strategic options and supporting the company's defence.
• Shaped portfolio optimisation across generation assets and commercial positions, including divestment, renewables development and flexible supply arrangements.
• Represented ScottishPower on the UK industry group developing coal-retirement policy and led the company's strategic planning for withdrawal from Scottish fossil generation while maintaining security of supply.

Deputy Chief Risk Officer - ScottishPower

(2000-01 - 2003-12)

Enterprise, financial and trading risk across an international integrated utility operating in the UK, United States & Australia.

• Contributed to the acquisitions of PacifiCorp and PowerCor and subsequently led integration of risk-management activities across the UK, United States and Australia, directing an organisation of 200+ people through post-acquisition integration and establishing common structures, decision rights and performance disciplines.
• Managed portfolio and enterprise risk through major market and operational disruption, including the California energy crisis and the period following September 2001, supporting rapid executive decision-making and operational continuity.

PhD - Energy Economics - University of Strathclyde

BEng (Hons) - Electrical & Electronic Engineering - Paisley College of Technology