With a background spanning energy, fintech, and enterprise SaaS, Sharon brings deep experience in go-to-market strategy, brand development, and narrative leadership. At ENSEK, she has led the creation of a Strategic Identity Framework, refreshed the brand direction, and built a modern marketing function to support international growth.
In this Q&A, she reflects on her top priorities, the thinking behind ENSEK’s evolving brand, and how marketing is helping the business scale its voice and impact in a rapidly changing energy landscape.
Sharon Robson: When I joined it was clear the company was entering a defining phase of its evolution. The business was looking to expand beyond its UK roots and evolve its platform proposition and position itself to play a much larger role in helping energy retailers navigate the energy transition.
What was equally clear, even during the interview process, was the ambition of the CEO, Jon Slade, to take the business into that next phase. Our early discussions were not centred on marketing execution alone, but on how the company could reposition itself for the future.
As part of that process, I shared some initial thinking during the interview stage around how the category itself could evolve, including early narrative ideas such as “lives, not just loads” and the opportunity to move beyond traditional CIS and billing constructs towards something much broader.
At that point, I described what I saw emerging as an Energy Retail Experience Platform, a shift towards technology that enables more dynamic, flexible and customer-centric energy systems.
As those conversations continued after I joined, I worked closely with Jon to shape the strategic direction of the business and the narrative that would underpin it. That thinking has since evolved into a much clearer and more powerful proposition: the Energy Orchestration Platform.
It has been a genuinely rich collaborative process, and one of the most rewarding aspects of the role is working with Jon who has a clear vision and a strong appetite to define a distinct position in the market. Together, we have focused on ensuring that how we describe ENSEK reflects not only what the platform does today, but the role it will play in the future of the energy system.
A key principle throughout has been to develop category-defining proposition and language, rather than relying on familiar industry tropes. In a market undergoing significant change, it’s important that the company’s story is distinctive, intentional and grounded in a clear point of view.
Alongside this, I introduced a Strategic Identity Framework to support that evolution in thinking, and importantly in believing, by developing the company’s Manifesto and Vision. We are now developing the company Values that are critical to delivering the Vision. And the final step is to craft our Mission statement. Each step in the Framework is important as a cohesive foundation for the next chapter of the business.
The manifesto work, informed by in-depth interviews across the organisation, helped validate that direction. Themes such as orchestration, simplification and enabling better outcomes for customers consistently emerged, reinforcing that we were moving towards the right articulation of the company’s future.
In parallel, my focus has been on building a marketing function capable of supporting that ambition.
That has included strengthening product marketing, ensuring our go-to-market strategy is grounded in deep industry understanding, and building a modern marketing architecture that combines specialist internal expertise, agency capability and the use of AI to scale effectively.
Ultimately, my role has been to help translate the company’s ambition into a clear, differentiated narrative and ensure the organisation has the marketing foundations to bring that story to life as ENSEK enters its next phase of growth.
Sharon Robson: What people are seeing today is really the early stage of a much broader evolution.
As ENSEK evolves its platform proposition and expands internationally, the brand needs to evolve with it. The goal isn’t simply to modernise the visual identity, it’s to ensure the brand accurately reflects the direction the business is heading.
In the short term we’ve taken an iterative approach to refreshing the existing brand guidelines. That has included simplifying the colour palette, modernising the design system and introducing imagery that better reflects the complexity and dynamism of the energy sector.
But these changes are really just the surface layer.
The deeper work sits behind the scenes — ensuring the narrative, positioning and proposition clearly articulate how ENSEK is evolving and the role we believe technology can play in enabling the next phase of the energy transition.
As that platform story continues to develop, the brand will continue to evolve alongside it.
Sharon Robson: As ENSEK expands beyond the UK and Ireland, marketing plays a key role in helping the organisation move into new markets with discipline and insight.
Energy markets are highly complex and regulated, and the way retailers operate varies significantly between regions. This is where product marketing becomes particularly important.
Product marketing ensures our go-to-market strategy is grounded in real market understanding — from regulatory frameworks and operating models to the challenges energy retailers are trying to solve.
We are also strengthening engagement with industry analysts and market experts to validate emerging trends and test elements of our platform roadmap.
Rather than approaching international growth broadly, we are focusing on a clearly defined ideal customer profile, prioritising the markets where our platform can deliver the greatest impact.
Marketing’s role in that process is to provide the market intelligence, narrative clarity and strategic insight that enables the business to expand internationally with confidence.
Sharon Robson: Building the marketing function since July has been about focusing on the foundational building blocks first.
The first priority was establishing strong product marketing and content capabilities. Content is the engine that allows a company to consistently engage with its market, and ENSEK had not actively invested in marketing for quite some time.
We now have a strong content engine in place, producing insight-led thought leadership around issues energy retailers are actively grappling with — from regulatory change such as Market Half Hourly Settlement through to operational challenges like margin transparency and month-end financial processes.
That content engine is now being amplified through our growth and performance marketing agency, which is helping scale how our content reaches the market and promoting it into our key target account list.
Alongside this, we’ve been rebuilding the company’s digital presence, including a phase 1 overhaul of the website. The first phase focused on improving the underlying content structure and integrating the ZoaFlex flexibility proposition into the broader ENSEK platform story.
With those foundations now firmly in place, we are moving into the next phase of design and development to support activation of the Energy Orchestration Platform proposition.
Our most recent hire is a Brand Experience Director, whose role is to bring our narrative to life both internally and externally. This includes developing our global event strategy, strengthening employee advocacy and creating opportunities for the company to engage the industry in more dynamic ways.
A major milestone in that strategy has been securing ENSEK as the Official Energy Transition Sponsor for Enlit 2026, which will provide a significant platform for engaging the global energy community and introducing some of the new narratives we want to bring into the market.
We have also expanded the team with a Marketing Communications role, ensuring we have the capability to consistently translate our narrative into market-facing communications across channels.
Over the coming months we’ll be adding further layers to the content ecosystem, including the launch of a vodcast/podcast series, a completely refreshed website experience and new partners including a PR agency and an event experience execution agency.
So, the approach has been very deliberate: build the foundations first, ensure the core marketing engine is working well, and then layer in the activation capabilities that will scale the impact of that work.
Sharon Robson: Marketing plays an important role in ensuring the company’s ambition is clearly understood both internally and externally.
A key part of my role has been working closely with the CEO to help articulate the company’s vision and translate that into a narrative that resonates with the industry.
From there, marketing’s role is to ensure that narrative is consistently reflected in how we engage the market: through our content, events, partnerships and broader industry engagement.
We also recognise that ENSEK has some catching up to do in terms of brand recognition and awareness. For a number of years, the company focused primarily on delivering technology rather than telling its story.
As a result, the storytelling and go-to-market proposition now needs real acceleration.
At the same time, this isn’t just about where we are going; it’s also about ensuring the market fully understands the strength of what ENSEK has already built. So marketing is operating a careful balance: building the foundations for the future, while bringing the market up to speed with the capability and value that already exists today.
In simple terms, the narrative needs a rocket booster and our job is to build the rocket ship.
The next step in that evolution will include the appointment of a Director of Revenue Marketing, who will help orchestrate how programmes, campaigns and data systems work together across the go-to-market engine.
Together with the product marketing, content and brand experience capabilities now in place, this role will ensure marketing can both accelerate the new narrative into the market and translate that momentum into sustained commercial growth.
Sharon Robson: The energy transition is one of the most significant structural changes the sector has experienced in decades.
Several years ago I wrote a series of papers about what I believed would drive that transformation, describing the four Ds - digitalisation enabling decarbonisation, supporting decentralisation and ultimately leading to the democratisation of energy.
Today we are beginning to see that shift take shape.
Consumers are becoming active participants in the energy ecosystem; generating, storing and flexing energy as part of a connected system.
This thinking underpins the narrative we are developing at ENSEK around “Love the way you energy” and “Lives, not just loads.”
Those ideas reflect a shift away from energy as a simple commodity transaction towards a much more dynamic relationship between consumers, technology and the energy system.
Through the evolution of our platform, including flexibility capabilities following the Zoa acquisition and the development of demand-side response capabilities, ENSEK is helping energy retailers enable those new customer experiences.
Sharon Robson: What excites me most about ENSEK is that the company sits at the intersection of technology, energy and societal change.
I’ve spent more than two decades working in the energy and technology sector, and it’s incredibly motivating to be part of a company helping shape how energy systems evolve.
I’ve always been passionate about both the natural environment and the idea of giving power back to people; enabling consumers to have more choice, more flexibility and greater control over how they interact with energy.
From a marketing perspective, my focus over the last nine months has been on building the foundations that allow ENSEK to scale internationally: strengthening the team, onboarding agency partners to support scale and delivery, and improving how we engage the market and the wider industry — all of which are central to how the business evolves.
Looking ahead, there are some very exciting developments on the horizon.
Much of the work over the 9 months has been about preparing the ground for the company’s next chapter.
The rocket ship is now being assembled.
Over the months ahead, the industry will start to see it lift off.