Ruth Winter, Team Leader for the O&M team at Astute, recently had an insightful conversation with Kate Davies, an experienced Transformation Consultant with a career spanning power generation, manufacturing, and engineering sectors.
They explored Kate’s journey through the industry, her expertise in change management, and her approach to delivering impactful business transformations.
Below is their conversation, where Kate shares her perspectives on transformation, leadership, and the future of the power sector.
Can you tell us about your career journey and how you arrived at your current role?
I’ve had the privilege of working in a variety of industries and roles, always alongside incredible people.
My career has taken me from being a client to working contractor-side, from FTSE100 companies to private equity-backed organisations.
I started on E.ON’s graduate scheme, which gave me a strong foundation and allowed me to move seamlessly between roles at Alstom, GE, Rolls-Royce, telecommunications, and manufacturing.
Despite the variety, the common thread in my career has always been change and transformation, helping businesses and people navigate periods of significant transition.
What are some of the projects and power stations you’ve been involved in?
Early in my career, I was a Project Manager working across E.ON’s asset portfolio, later moving into site-based roles at Enfield and Ratcliffe, focusing on outage management.
My first transformation project was at Ratcliffe, where I worked with Alstom to shift maintenance from a reactive approach to a proactive, long-term strategy.
I’ve also had the opportunity to work with leading companies like Doosan, CAPE, Kaefer, and Siemens through the life extension project at Ratcliffe.
These experiences helped shape my passion for transformation and challenging entrenched ways of working.
What skills did you learn in the power sector that help in your current position as a Transformation Consultant?
The power sector was instrumental in shaping my career.
In an industry that values tenure and deep technical expertise, I had to learn how to position myself differently. Instead of competing on experience, I honed my skills as an outsider, bringing a fresh perspective and asking the right questions.
Over time, I built enough engineering acumen to bridge technical knowledge with strategic transformation insights.
The exposure to different companies and their varied ways of working also helped me develop a keen ability to challenge ‘the way we’ve always done it.’
That ability to drive cultural change is what led me into transformation work.
What makes transformation work different from traditional leadership roles?
Transformation is about delivering significant, fundamental change in a short period.
Unlike traditional leadership, which focuses on continuous improvement, transformation is about shifting business models, governance structures, or operational frameworks entirely.
It requires adaptability, strong stakeholder engagement, and a relentless focus on achieving outcomes that drive long-term success.
What are the biggest mistakes companies make when approaching transformation?
There are a few common pitfalls:
- Underestimating the cultural shift required. Change isn’t just about systems and processes—it’s about people. Without engagement, transformation efforts become expensive projects with no lasting impact.
- Lack of governance and resources. Without a structured approach, transformation efforts lose momentum, especially when employees are expected to manage change alongside their day jobs.
- Focusing only on short-term cost-cutting. Sustainable transformation should drive efficiency and growth, not just reduce expenses. My approach ensures businesses build internal champions and governance structures to embed long-term change.
How do you measure the success of a transformation initiative?
Success is both quantitative and qualitative. Key metrics include:
- Financial performance: EBITDA growth, cash flow improvements, and profitability.
- Operational efficiency: On-time project delivery, process maturity, and governance improvements.
- Cultural impact: Employee engagement, leadership capability, and long-term adoption of changes.
- Longevity: Whether the transformation is still embedded 12, 24, or 36 months later.
How do you manage resistance to change?
Change resistance often comes from fear, whether that’s fear of job loss, failure, or uncertainty. But another key factor is change fatigue, when employees have experienced too many failed initiatives.
Transparency is crucial. I engage teams early, ask them to explain their current processes, and listen to their insights.
This helps shape a transformation that not only aligns with leadership goals but also addresses real frustrations within the workforce. When employees feel heard and involved, adoption is much smoother.
What advice would you give to your younger self or someone starting out in the engineering sector?
It’s an exciting time to join the industry. With grid modernisation, net-zero goals, and the impact of AI, we are at the forefront of some of the most important global changes.
My advice?
Ask questions. Learn about the industry, not just your job.
Network. The connections I made early in my career are the same people I reached out to when I became self-employed 20 years later.
What challenges have you or other women faced working in a male-dominated industry?
Even now, I still hear comments like, “There aren’t many women in your field.”
Whether that’s in power, operations, manufacturing, or transformation, it remains disappointingly uncommon.
The challenge isn’t just being a woman in these industries; it’s about credibility when you think differently.
In sectors that often default to “we’ve always done it this way,” pushing for change can be tough. But as we start valuing diverse perspectives, we’re seeing real shifts in how businesses operate.
How do you encourage more women to consider careers in STEM, particularly in the power sector?
There are now over a million women in STEM roles, making up nearly 30% of the workforce. But if you look at GCSEs, almost 48% of STEM students are women. The challenge isn’t talent, it’s visibility.
Those already in the industry see the progress, but outsiders don’t always perceive it.
That’s why representation in leadership, technical roles, and hands-on positions matters. By making women and minority professionals more visible in STEM, we normalise these career paths for future generations.
Kate’s journey highlights the power of transformation, both in industries and in careers.
With deep expertise in strategic change, she continues to drive meaningful impact across organisations, ensuring businesses evolve to meet the challenges of the future.
