I started with wind turbines. Designing control systems that had to survive 110 mph gusts and twenty years of fatigue cycles teaches you very quickly that the lab is not the field. The math always works on paper. The hardware has opinions.
From wind I moved into microgrids. That is when I learned the lesson that has shaped every project since: resilience is not a piece of hardware you buy. It is the integration between generation, storage, controls, and the operator on a Sunday night when the grid drops out. Hardware is the easy part.
Then came hydrogen. I joined Ballard expecting it to be another technology development job and discovered the real problem was organizational. The fuel cell worked. The bus worked. What did not work was the space between a manufacturer, a transit operator, a utility, a regulator, and a fuel provider trying to agree on a deployment plan. I spent six years closing that space, and the North American market went from 4 buses a year to over 200.
That is the through-line. The hardest problems in clean energy are organizational, not technical. I am good at navigating the chaos between startups, enterprise OEMs, government agencies, and transit operators, and getting them all moving in the same direction. I do that with hard numbers, written proposals, and showing up to every operator's depot at six in the morning.
After 29 years building clean energy infrastructure, I am always interested in the next hard problem. If you are building something that matters, I would like to hear about it.
