Go Your Own Way: Women, Energy, and Positive Impact

Power isn't always what you might expect

In this episode, Becky is joined by Rebecca Farooq and Nic Garland from Moorhouse Consulting — two women leading transformation from inside one of the most complex and traditionally male-dominated sectors: energy.

They talk candidly about what real change looks like in practice — from flawed data and creaking infrastructure, to parenthood, pay gaps, and the power of saying no.

It’s sharp, warm, and full of truth. Because if we want an energy system that works for everyone, we need to look at who’s in the room — and who’s still climbing back down the wind turbine to find a toilet.

This is behaviour change from the inside out. 

And it matters.

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Transcript

Becky: Hello and welcome to the No Bull Ideacast. I’m Becky Holland.

Now, the title “Powerful Woman” might sound like a gym class, but today’s episode is anything but superficial. We’re digging into transformation inside one of the most critical and traditionally male-dominated sectors in the world: energy.

Joining me are Rebecca Farouk and Nic Garland from Moorhouse Consulting. They’re both seasoned transformation specialists, working across net zero, nuclear, oil and gas, EV infrastructure—you name it. But more importantly, they’re women leading change, not just from the outside, but from the inside.

We talk about data, gender norms, parenting, the emotional load of leadership—and why having to climb down a wind turbine just to use the loo still happens.

Let’s dive in.

Becky: What brought you into the energy world?

Rebecca: I think I was lucky. I grew up visiting power stations—hydro, nuclear—because it was free and fun for a family of six. I remember the PPE, the control rooms, the scale of it all—it left a real impression. Later I studied economics, and found energy kept coming up—how access to energy shifts economies, how oil-rich regions shape geopolitics. It stuck. I even did my Master’s on North Sea oil pricing.

So, I joined a consultancy not really knowing where I’d land, but 15 years later, here I am—still in energy.

Nic: Mine’s a bit different but also rooted in family. My dad worked in coal in Queensland, Australia. When I was eight, he took me underground at a mine—probably illegal now! I initially studied law and political science but didn’t want to be a lawyer. I found my way into environmental policy, and that started all kinds of family debates about the future of coal, climate policy, and jobs.

Eventually, I moved to the UK and joined Ofgem. I led the switching programme—basically transforming how customers switch energy providers. It used to take weeks. We made it happen next day.

Becky: Tell us about Moorhouse’s role in energy transformation.

Rebecca: We’re an end-to-end consultancy. Strategy, tech, change management—whatever it takes to help organisations navigate complex change. I focus on oil and gas, nuclear and EVs.

Nic: And we’re a B Corp, which means everything we do is rooted in social and environmental impact. That shapes who we work with and what kinds of projects we’ll say yes—or no—to.

Becky: How do you decide which clients or projects align?

Rebecca: We don’t believe in “good guys vs bad guys.” But we ask: are we helping move this client forward in their environmental or social journey? If the work is just propping up a monopoly or embedding outdated systems, that’s not for us.    

Nic: Agreed. The energy transition will be built on pragmatism. A company might not be perfect, but if it’s trying to do better—and especially if there are people inside fighting for change—they deserve support. Take BP: often vilified, but half their leadership team are women. That’s massive.

Transformation happens from the inside out, and diversity is part of that engine.

Becky: You ran a campaign around women in energy—what was the focus?

Rebecca: We realised we had something unique: a female-led energy team. We saw a gap in the conversation about gender and energy policy. In my time at Ofgem, gender wasn’t even considered in policy-making. That’s a glaring omission.

We wanted to highlight not just representation, but how gender shapes energy use, access, and impact—and how ignoring that slows progress.

Nic: And so much of the conversation defaults to parenting—flexible work, part-time hours. But that narrows the lens. Yes, parenting matters, but what about safety? Periods? Menopause? Basic stuff like toilets on site?

One panelist told us about climbing a wind turbine and having to come back down to use the bathroom—because there were no female facilities. That’s not about motherhood. That’s about dignity and access.

Becky: So what are the blockers to real inclusion?

Nic: First, the data. There’s a huge gender pay gap, and it widens dramatically when women have children. But behavioural science shows other things: women are less likely to apply for roles unless they meet every requirement, less likely to ask for a raise. These things add up—and they’re not about parenting. They’re about conditioning.

Rebecca: And if you don’t have diverse people in the room—especially in leadership—you’re missing critical perspectives. Energy affects everyone. Policy should reflect that.

Becky: What does real transformation in energy look like today?

Nic: Better data. Full stop. The energy sector is terrible at using its own data. Until we fix that, we’re behind the curve. One supplier we worked with was still invoicing a customer who’d been dead for 57 years. That’s not just inefficient—it’s dangerous.

Think about emergencies. If a fire engine relies on wrong meter data? Catastrophic. Data is not just a net zero issue. It’s a life and death issue.

Rebecca: And it’s not just a tech problem—it’s a culture problem. The industry is so fragmented that no one owns the full picture. Everyone fixes their own bit, but the system remains opaque. That’s what makes transformation so hard.

Becky: Who’s doing it well? Who are the female leaders setting the pace?

Rebecca: Melanie Lane at PodPoint stands out—she talks a lot about balancing purpose with performance. Gwen Parry-Jones is another trailblazer. She’s now CEO of Great British Nuclear and was the first woman to run a civil nuclear plant in the UK. That’s massive.

At BP, people like Carol Powell and Emma Delaney are leading operational improvements and achieving record returns. Diversity and performance can go hand in hand.

Becky: Do you think leadership teams are taking behaviour change seriously enough?

Nic: Some are. I respect leaders who stand by progressive policies—even when there’s pressure to roll them back. But it’s not just what you say—it’s how you hire, how you retain, how you support.

For example, shared parental leave policies matter—not just for mums. Men need to be part of the change. If we’re only talking about women adapting, we’re missing the point.

Rebecca: I’ve seen examples where inclusive policy fuels business growth. Octopus Energy recruited stay-at-home parents for evening shifts. It helped with customer needs outside office hours—and delivered better service. Smart strategy, not a cost centre.

Becky: What have been the biggest challenges in your careers?

Nic: Feeling overlooked because of gender. In one job, only the women at my level were asked to cover reception. I pushed back and was told to be quiet if I wanted to progress. I didn’t stay quiet. I found my allies.

When I returned from maternity leave, people said, “Now’s the time to be a good mum.” But I wanted to focus on my career. Being a mother made me more focused, more resilient—better at my job. I proved that quickly.

Rebecca: Totally. It’s about ownership. Don’t let someone else decide what you’re capable of. Decide for yourself. And be loud about it if you need to be.

Becky: If “Women in Energy” had a soundtrack, what would it be?

Rebecca: Go Your Own Way by Fleetwood Mac.

Becky: Love it. Final reflections?

Rebecca: We’ve talked a lot about women. But if we want systems change, men have to come with us. They still hold most of the power. They need to understand that gender equality is not just good for women—it’s good for business, for growth, for everyone.

Becky: Amazing. Thank you so much, Nic and Rebecca. That’s it for this episode of the No Bull Ideacast. In the next episode, we’ll be talking about soil, systems, and regenerative agriculture with Tamara Giltsoff, co-founder of Land Alive.

If you liked what you heard, subscribe and share. And if you’re wondering why we care so much about systems and behaviour change—it’s because at BH&P, we believe creativity can unlock systems change. When rooted in behavioural insight, it becomes a force for transformation.

I’m Becky Holland. Thanks for listening—and have a wonderful day.