Q: Tell us your background and when you first became interested in energy?
A: I was 16 when I began my journey into the energy sector, training as a boiler engineer at a vocational school. That early, hands-on experience gave me a solid technical foundation and sparked a lifelong interest in how energy systems power our world.

Growing up in the countryside near Paris, sustainability was part of daily conversations at home. I vividly remember my mother speaking about biogas and even green hydrogen, topics discussed during the oil crisis in the 1970s. Those early influences shaped my awareness of energy’s societal impact and planted the seeds of curiosity that still drive me today.

I was top of my class in primary school, but in secondary school I decided to enjoy life a bit more and did not achieve the grades needed for the generalist baccalaureate. I ended up with a technical baccalaureate in energy, which still gave me the chance to move forward.

Still, I took the unusual path to go to university. And the first year was extremely challenging – in February I was ranked 85th out of 90 students, but by the end of the year I had climbed into the top 20. That experience taught me resilience, determination and the value of having teachers who believe in you. I was fortunate to have a maths and physics professor who pushed me when I was close to giving up, and that support made all the difference.

The defining moment came at university during a course on the renewable energy market. It opened my eyes to the broader forces shaping the sector – policy, regulation and political will – and showed me that the energy transition was as much about people and leadership as it was about technology.

I went on to complete a Masters in Energy and, a decade later, an MBA. Over the next 17 years, I progressed from technical engineering roles to leading the commercial development of multi-billion-pound renewable projects across the UK and Europe for organisations such as BP and RWE. This journey gradually shifted my focus toward leadership, strategy and people development.

When I joined BP, I discovered a strong culture of care and a genuine speak-up culture. Taking on formal mentoring responsibilities within that environment made me realise how much I enjoyed supporting others. Over time, I became increasingly interested in the human side of leadership – self-care, resilience and emotional well-being.

Q: How did you first hear about the Energy Institute and what motivated you to join?
A: I joined the Energy Institute back in 2016. Like many, I first came for the access to valuable sector insights, technical resources and networking opportunities that kept me informed and connected across the energy landscape. I certainly felt a sense of pride and achievement when I joined the EI.

But for me, the real benefit has been through mentoring. Supporting younger professionals helped me realise that the second chapter of my career would be centred on people, not just projects. It confirmed my calling to work in coaching and leadership development.

Those conversations gave me valuable insight into the real challenges and aspirations facing energy professionals today. They reinforced my commitment to enabling growth in others and to building inclusive, psychologically safe, and high-performance leadership cultures across the sector.

Q: Tell us about your current job and industry, and how your work is contributing toward a just transition to net zero? 
A: I founded Ignis Leadership to support the human side of the energy transition. What I have learned over the years is that the biggest challenges we now face are not just technical. They are adaptive, complex, and most of them centre around people.

My mission is to help leaders, teams and organisations become better, not just at what they do, but in how they show up. I do this by developing the soft skills that drive performance in high-stakes environments: emotional intelligence, communication, clarity, confidence and resilience.

I help people go beyond technical skills, build resilience and achieve more without the stress and anxiety that often come with demanding roles. As an athlete myself, I see the mind as something that can be trained just like the body. And this is the philosophy I now bring to my work with leaders and organisations.

In my view, career background does not matter as much as mindset. I have seen successful leaders emerge from technical, commercial and managerial backgrounds alike. What they tend to share is not a specific career path but the right attitude: clear goals, the desire and belief to succeed, strong communication skills and high emotional intelligence. Those qualities are what make the difference in leadership, regardless of where someone starts.

The views and opinions expressed in this article are strictly those of the author only and are not necessarily given or endorsed by or on behalf of the Energy Institute.

If you’re keen to follow in Yorik’s footsteps, click here to find more about how to become a Member of the Energy Institute (MEI).