Ever wondered what the Director of Growth and Operations does at Utility People? Well read our latest our latest update from Sam and his “Day in the Life of” blog.
At Utility People, we’re all about helping the energy and utilities sector build smarter, more capable teams. Behind the scenes, that means creating the right environment for our own team to thrive — and that’s where I come in.
As Director of Growth & Operations, my role sits across two main priorities: fuelling business growth and making sure our internal operations run like clockwork. No two days are ever the same, but here’s a snapshot of what a typical one looks like for me.
Setting the Pace for Growth
My mornings are usually focused on setting direction. That might mean reviewing our sales pipeline, exploring new market trends, or working on tenders and potential partnerships. I’m always scanning the horizon — whether that’s identifying an opportunity through an industry event or planning outreach that aligns with where we want to grow next.
It’s also a key time for checking in with the sales team. I want to know where they’re flying, where they’re stuck and how we can give them the right tools to keep moving forward. For me, sales enablement isn’t about control — it’s about removing barriers, creating clarity and building momentum.
Keeping Operations on Track
By midday, my focus shifts inward — onto the operational side of the business. As the team powers ahead commercially, I’m looking at how well our internal processes are supporting that momentum.
This can include anything from reviewing internal workflows to checking in with our third-party suppliers or ensuring our compliance processes are up to scratch. It’s all about building an operational backbone that’s efficient, scalable and ready to support continued growth.
As we grow, I’m constantly asking: are we set up to scale sustainably? That means being proactive, not reactive — spotting friction early and improving how we work together behind the scenes.
Turning Insight into Action
Afternoons are where I shift into analysis mode. Data and insight play a huge role in how we operate — whether I’m reviewing performance metrics, refining financial forecasts, or prepping reports for the leadership team.
This part of my role blends strategic thinking with financial planning. I’m always looking to turn the numbers into meaningful insight — something that helps us make smarter decisions and stay one step ahead of the curve.
Ultimately, it’s about ensuring we’re aligned — not just on where we are today, but on where we want to be tomorrow. If we get that right, we create a business that’s built to last, not just grow.
Finishing with Focus
Toward the end of the day, I focus on alignment — checking in with the leadership team, reviewing project progress and making sure everyone is clear on priorities.
Whether it’s planning upcoming client campaigns, supporting internal initiatives, or simply making sure cross-team collaboration stays on track, this part of the day is all about focus and follow-through. It’s a rhythm I’ve grown to value: the balance between ambition and accountability. My role is about making sure Utility People delivers — consistently and at a high standard — for our clients, our candidates and our own people.
Why It Matters
For me, this role is about more than operational efficiency or hitting growth targets. It’s about creating the right conditions — the structure, the mindset, the clarity — for our team to succeed and for our business to scale with purpose.
We’re in a dynamic, fast-evolving industry. And that means we can’t afford to stand still — we need to keep learning, adapting and delivering value that makes a real impact in the energy space.
If you’re curious about how we’re growing or want to talk about what’s next — whether you’re a client, a potential hire, or someone who shares our passion for energy talent — I’d love to connect.
