By Philippe Piron, President & CEO of GE Vernova’s Electrification and Electrification businesses

Our future is electric.

As we begin 2024, it is clear the electrification and decarbonization trends that began earlier this decade will accelerate as more industries – and consumers – switch to electric, whether that’s electric vehicle fleets, powering ports or decarbonizing heavy industry. With that will come exponential growth in electricity demand.

As countries and industries strive to meet net-zero goals, electricity use is expected to jump by almost 50% until 2030, driving up demand for all types of electrical power systems, according to the International Energy Agency (IEA). Average annual worldwide grid investments are expected to reach $520 billion during this period, almost twice the $308 billion spent in 2021. This includes investment in modernizing distribution grids and establishing new transmission corridors to connect renewable resources, such as photovoltaic projects in the desert and offshore wind turbines out at sea, that are far from demand centers, such as cities and industrial areas.

To reach net-zero emissions between 2030 and 2050, investment is predicted to top $1 trillion per with capital expenditures for power grids jumping from 30% to nearly 50% of global power sector investments as grid investments catch up with the boom in renewable generation that we see today.

MEETING THE CHALLENGE OF INCREASED DEMAND

For energy industry leaders, our challenge will be meeting that fast-growing demand. That will require both internal and external efforts.

At GE Vernova, our internal efforts have focused on hiring and training the thousands of electrical engineers, commissioning engineers, designers, project managers, supplier managers and countless other talented people we will need to meet customer expectations over the next decade.

Externally, for us and the industry as a whole, it means working to rebalance supplier portfolios and creating a multi-continent footprint of manufacturing capabilities to be less vulnerable to disruption, whether economic or geopolitical, and more agile to better meet market complexities.

This move toward electrification is essential if the world wants to meet its Net Zero 2050 goal. In the energy industry, we are integrating more renewables into the grid every day, but decarbonizing power generation accounts for just a quarter of our Net Zero 2050 goals.

In 2024, we expect to see more efforts to electrify end-use consumption, which, according to the Boston Consulting Group’s Blueprint for the Energy Transition, accounts for 22% of greenhouse gas emissions, as businesses and consumers replace technologies that run on fossil fuel for transportation, heating, and storage, among other things, with electrical solutions. Hence, electrical propulsion is expected to expand progressively within the automotive, rail, marine and aviation industries. In heavy process industries such as steel, oil & gas, and chemicals, electric-powered furnaces or heating systems are expected to increasingly replace traditional gas-fired furnaces. Large stationary battery energy storage systems are flourishing, and clean hydrogen through electrolysis is achieving greater momentum on a worldwide scale.

This year will also bring more emphasis on optimizing the design of energy systems to achieve maximum efficiency. An IEA analysis indicates the world needs to double its progress on efficiency between now and 2030 to further reduce carbon emissions – an investment of $1.8 trillion.

GE Vernova has a role to play in all of these solutions with its electrification businesses, which include Electrification, Electrification and Solar & Storage Solutions.

GE Vernova accepts not only the challenge to produce clean energy, but also to transfer it from the point of generation to the point of consumption, allowing a genuine end-use of clean energy. Our HVDC systems make possible the delivery of bulk power generated by the North Sea’s offshore wind farms to where it is needed. Our direct feed converter allows the steel industry to ramp up its green steel production – today with super electric arc furnaces, tomorrow with direct reduced iron through hydrogen. 

Our software solutions, based on grid orchestration systems and sophisticated machine-learning algorithms, are designed to allow utilities to seamlessly integrate the supervision of the grids from transmission to distribution and microgrids. This meta-system creates a flexible and integrated power network that serves the energy transition.

As we enter 2024, we face a promising and remarkable period for investment in clean energy solutions that will drive the world toward its climate goals. GE Vernova will be on the leading edge.

The energy landscape is undergoing a seismic shift. As data centers surge and AI transforms energy demand patterns, utilities are being asked to deliver more power, more reliably, and with greater flexibility than ever before. But while the world races ahead, much of today’s grid infrastructure – particularly substations – remains rooted in hardware-dependent design.

So how do we mind the gap?

A promising answer lies in Virtualized Protection, Automation, and Control (VPAC). In a recent whitepaper that I co-authored with David MacDonald, The Advantages of VPAC, we explore how this emerging approach is reshaping substation automation to meet the demands of a rapidly changing energy ecosystem.

The Rise of the Software-Defined Substation
Traditionally, substations have relied on purpose-built, vendor-specific devices with limited computing power. These systems work – but they don’t adapt. In today’s evolving power landscape, where no one can predict what the grid will need in five or ten years, flexibility is no longer optional.

This is why the industry is beginning to shift towards software-defined substations. These modernized substations are less like traditional utility infrastructure, and more like data centers – packed with virtualized systems, adaptable architecture, and hardware-agnostic solutions.

Change is Hard
Utilities today often struggle to evolve quickly because they’re locked into proprietary hardware. Think of it like needing to buy a brand-new phone every time you want to install a new app. It’s not scalable, and it’s certainly not sustainable.

Hardware-defined protection and control systems limit innovation. They’re costly to replace, slower to upgrade, and tightly coupled with specific vendors. By contrast, software-based solutions such as VPAC, can be updated faster and more affordably, unlocking a new level of grid responsiveness.

But this shift isn’t just technical – it’s also cultural. Bridging the gap between operational technology (OT) and information technology (IT) requires more than just new tools; it requires new thinking.

IT-OT Convergence
Building a virtualized substation means integrating IT-grade software into traditionally OT environment – where expectations around reliability, determinism, and compliance are significantly higher. 

As utilities move toward this hybrid world, they must ensure that IT systems are robust enough to handle OT demands. That includes adhering to international standards, ensuring cybersecurity, and designing systems for long-term reliability. Serving as a Vice-Chair of the IEEE Power System Relaying and Control Committee, this is something that we’re continuously working on.

Take something as seemingly simple as cooling systems. In traditional substations, active cooling schemes like fans are discouraged because of reliability issues – fans fail, they’re noisy, and require frequent maintenance. But high-computation systems, like those found in IT environments, often require fans to operate.

The solution? Rethinking the compute architecture to balance performance with long-term operability – so that we can design substations that are as resilient as they are intelligent.

The Promise of VPAC
VPAC systems solve a central problem: they allow utilities to virtualize protection and control functions, decoupling them from specific hardware. This means updates can happen through software, rather than requiring full hardware replacements. It also allows for greater scalability, remote management, and rapid deployment across fleets.

But VPAC isn’t a silver bullet: it’s a stepping stone towards a more integrated, software-defined grid. It requires thoughtful planning, cybersecurity integration, and close coordination between IT and OT teams.

That’s why we need a next-generation workforce – one that understands both domains and can design the adaptive, multi-layered systems of tomorrow.

Looking Ahead: What’s Next for Substation Modernization?
As utilities grapple with surging energy demands, variable renewable inputs, and the explosion of AI-powered infrastructure, the need for future-ready substations is evident. The move towards VPAC is about unlocking a system that can connect the dots between OT and IT and evolve as fast as the world around it – one where software-defined intelligence drives hardware-agnostic reliability. 

Every great career starts somewhere – and for three talented employees at GE Vernova in São Paulo, Brazil, that starting point was the Youth Power Generation (YPG) Internship Development Program.

Launched in 2021, the YPG Program has become a powerful catalyst for young professionals across Latin America, where it continues to build momentum. Designed to develop the next generation of talent within GE Vernova’s businesses – ranging from Wind, Hydro, Power Conversion & Storage, and Grid Solutions – the program is centered on three main pillars: hands-on training, impactful projects, and cross-functional networking.

For Victoria Velho, Camila Abdo, and Marcelo Madureira, YPG wasn’t just an internship. It was a launchpad.

From Interns to Industry Leaders
Victoria joined GE Vernova four years ago and now works in recruitment for the Grid Solutions team in Latin America. Her YPG journey introduced her to the company’s collaborative culture and provided early exposure to the values and tools that still shape her work today. In fact, she now plays a pivotal role in developing new YPG participants by organizing training sessions and onboarding materials for each program cycle.

Camila, now a support project manager with the Services team, began her YPG participation in 2022 as part of the Grid Solutions committee and is now the YPG leader for GE Vernova. “It was more than just a program,” she recalls, “it was an opportunity to build real relationships, to understand how the company works, and to get involved in projects that truly mattered.” Camila credits the YPG experience with giving her the confidence and skills to step into a full-time role soon after completing the internship.

Marcelo’s story is particularly special. Now an applications engineer, he joined the YPG program during the height of the pandemic, supporting substation installations remotely – an unusual challenge for such a hands-on discipline. Despite the virtual format, Marcelo built strong connections with fellow interns and colleagues across departments. He’s now come full circle: as a full-time employee, he leads the YPG Grid Committee and mentors a new generation of interns.

A Program with Purpose
Each YPG cycle kicks off in June and runs through December, giving interns the chance to work on meaningful projects that contribute to the business. At the beginning of the program, participants receive targeted training to set them up for success – including Excel, PowerPoint, emotional intelligence, and an introduction to the LEAN methodology, a core pillar for GE Vernova’s approach to continuous improvement. Victoria, who leads the training efforts, explains, “We want every intern to start with the right tools and mindset.”

Interns are grouped into project teams, with a dedicated project manager guiding their progress. The projects themselves are selected by the LEAN team and must be both achievable within the six-month window and valuable to the business. Each project culminates in a final presentation to a panel of leaders in December. All participants receive certificates, and the top three teams are recognized with an Impact Award. “Not only do the interns deliver immediate impact to the business through their projects,” says Paul Montgomery, GE Vernova’s Grid Automation Americas Lean Leader, “it is a terrific way for them to develop collaboration, LEAN, and problem-solving skills early in their careers. It is a wonderful program.”

More Than Just Work
What makes YPG stand out isn’t just the projects or the training – it’s the people. “The best friends I have at GE Vernova are the ones I met through the program”, says Camila – a sentiment echoed by Victoria and Marcelo, who both highlight the program’s role in helping interns build lasting personal and professional networks.

And the benefits go both ways. For GE Vernova, the program has become a strong pipeline for talent acquisition and a way to instill a LEAN, impact-driven mindset early in future employees’ careers.

Looking Ahead
Now in its sixth cycle, with more than 100 projects delivered, and 478 intern participants, the YPG program continues to grow – but there’s still room to expand. Currently operating only in Latin America, with most participants based in Brazil, there are ambitions to roll out the program globally across all GE Vernova businesses. The feedback has been overwhelmingly positive, but more visibility and support could take the initiative to the next level. Whether it’s helping an engineering student navigate a virtual internship during a pandemic, or empowering interns to lead meaningful change in their departments, the YPG program is making a lasting impact – one project, one connection, and one future leader at a time.

_____________________________________________________________________________________________________________

Camila Abdo has been with GE Vernova since 2021 as a quality management intern, where she developed projects in the Latin American region and globally. In 2023, she started as contractor in the supplier quality area, which allowed her to develop her technical skills. In August 2024, she accepted the challenge of changing, now as a full-time employee, as a project manager for LAM Services projects. She has a degree in Production Engineering.

Victoria Velho started her journey at GE Vernova in 2021, when she joined the company as an intern in the HR Business Partner (HRBP) area. Since then, she has been building a solid and engaged career in the field of Human Resources. In 2023, she was hired as a contractor, providing support to both the HRBP and Talent Acquisition teams, contributing strategically to the organization's talent initiatives. Continuing her professional growth, in August 2024, she began a new chapter as a full-time employee at GE Vernova, taking on the role of HR Specialist – Sourcing and Recruiting, where she remains committed to attracting and connecting talent with the purpose of building the future of energy.  She holds a degree in Business Administration.

Marcelo Madureira is an Application Engineer at GE Vernova, focused on substation proposals for energy projects across Latin America. He began his journey at GE Vernova in 2021 as an intern with the OTR team, supporting the execution of large-scale infrastructure projects in the Latin American region. Following his internship, he joined the ITO team, where he has continued to grow and contribute by developing technical proposals and layouts for high-voltage substations.

As the world rapidly shifts toward digitalization, the rise of AI and data centers is not just transforming how we live and work – it’s reshaping the very fabric of our energy systems. On May 21, during EEPower Day 2025, I’ll be sharing a vision of how this transformation is unfolding and how the grid is evolving to meet the moment. But behind this vision lies a deeply personal journey – one that began with a spark of curiosity about something as invisible as it is powerful: the electron.

A Spark of Curiosity
When I was in high school, physics captivated me. I was particularly drawn to the mysterious nature of electrons. I couldn’t see them, but I knew they worked – and that intrigued me. What started as curiosity gradually transformed into a calling, eventually guiding me into electrical engineering. I studied at the Federal Institute of Technology, worked briefly in the field, and was later offered a PhD opportunity through GE Vernova, focusing on MULTILIN Digital Substations.

That PhD marked a turning point. It wasn’t just about research or career progression – it was about building something for humankind. My childhood memories of growing up in India, where power outages were a norm, remained with me. They instilled in me a sense of responsibility toward grid reliability, stability, and accessibility. Electricity is more than a convenience – it’s a foundation for opportunity, education, healthcare, commerce, and quality of life.

Hands-on Experience, Grounded Purpose
During my Bachelor’s, I worked at a power plant in Delhi and witnessed firsthand how electricity is generated. Later, during my Master’s, I focused on grid stability. These experiences deepened my understanding of how critical resilient infrastructure is, especially in places where energy isn’t always guaranteed.

Today, I work at GE Vernova’s Electrification business, serving as Senior Director of Innovation. Our mission is clear: enable a grid that is smarter and more reliable that can electrify the world while simultaneously decarbonizing it. Through our GridBeats™ portfolio, we’re contributing to solving the energy trilemma with software-defined automation solutions – innovations that are not just technical achievements, but part of a larger purpose.

The Drive for Modernization and Stability
Sustainability is no longer optional: it’s imperative. While I now live a comfortable life in North America, I remain grounded in the global energy reality. Billions still live with limited or unreliable power access. That’s why aligning my personal values with my professional work has become so important to me. The UN’s Sustainable Development Goals (SDGs), particularly those centered around affordable and clean energy, resonate with my motivations. They give direction and purpose to what might otherwise feel like incremental progress.

At GE Vernova, this alignment is cultural. The company’s Sustainability Report affirms our commitment to both electrification and decarbonization. And those aren’t just buzzwords, they’re part of a broader effort to solve the industry’s challenges of delivering reliable, affordable, more sustainable energy – a tough task, but an inspiring one.

I’ve been asked what I’d do had I not pursued a career in engineering and my answer comes easy: I’d probably be an educator, helping others understand why electrification matters, how it connects to climate action, and how we can all play a role. Education and awareness are essential if we’re going to accelerate the energy transition. Whether it’s through innovation or conversation, I believe in contributing to a more informed and empowered future.

Turning Innovation into Impact
Ultimately, when passion meets purpose, work becomes more than a job. It becomes impact that’s worth the work. And that’s what drives me every day – knowing that the ideas we develop, the systems we design, and the partnerships we forge are all part of a collective effort to power a better tomorrow. While I may not have a true measure of my impact, I feel like I do meaningful work – and that’s what matters most.

Join the conversation at the virtual EEPower Day 2025 summit to hear more about my experience and the explosive growth of AI/ML and how it drives us towards more resilient energy systems.

When a colleague asked how I was spending my maternity leave, I instinctively responded with “Maternity leave is work.” The words came out before I could think, and immediately, I felt a small wave of embarrassment. Was I using professional language to describe something deeply personal? Was I measuring this transformative experience against my career?

But even after reflection, I stand by my initial response. In fact, I’ll go a step further: maternity leave is not just work – it’s a promotion.

The Reality of Maternity Leave: High-Responsibility Work
A promotion comes with reward and recognition, but also comes with new responsibilities, challenges, and learning curves. You prepare for it with training, coaching, and a respective timeline of anticipation. And then, the moment arrives, and theory meets reality. Suddenly, you are leading something entirely new, navigating levels of uncertainty, and adapting in real-time.

Maternity leave mirrors this experience in so many ways. The responsibilities are no doubt enormous, and the skill set required is vast.

- Crisis management: responding to urgent needs at any hour
- Emotional intelligence: deciphering non-verbal cues and providing comfort
- Multitasking and prioritization: balancing feeding, sleeping, and self-care
- Resilience and adaptability: adjusting to constant changes, unpredictability, and a new normal

And yet, despite these undeniable challenges, maternity leave is still sometimes viewed as a “break” or pause from work.

The Power Grid of Support: Why Workplace Culture Matter
In the energy industry, we understand the importance of redundancy, backup systems, and load balancing to ensure uninterrupted service. The same principles apply to workplace support for new parents.

When I began my maternity leave, I had to step away abruptly – in my case, there was no transition plan, no handover. My team had to fill the gap overnight. Yet instead of seeing my absence as a disruption, my colleagues stepped up with resilience, much like a grid that redistributes power seamlessly when a major unit goes offline. My leadership team never pressed me for updates. No one asked me about work. And that made all the difference.

This experience reinforced for me how a strong organizational culture – one that genuinely supports parents – enables not just individual success, but collective success. As the old adage says, when it comes to raising a child, doesn’t it take a village?

Why Supporting Parental Leave Benefits Everyone
The power sector thrives on efficiency, innovation, and long-term sustainability. Similarly, fostering a workplace culture that respects and supports parental leave has ripple effects across the entire organization.

- Resilience and Adaptability: When a team member takes parental leave, other step in, cross-train, and develop new skills. Just as a well-managed power grid adjusts to fluctuating demand, a flexible workforce becomes more agile and prepared for change.
- Employee Retention and Satisfaction: A company that supports parents earns loyalty. Employees who feel values during life-changing moments are more likely to return with a renewed dedication and long-term commitment.
- Inclusion and Talent Development: Just as a diversified energy mix ensures a stable grid, an inclusive workplace foster stronger teams. Supporting parental leave is not just a “nice to have” – it’s a strategic advantage in attracting and retaining top talent.

Rethinking How We Talk About Parental Leave
It’s easy to default to corporate language when describing life experiences, but perhaps that’s not always a bad thing. If we acknowledge that maternity leave is work, then we must also recognize the importance of workplace support. Next time a colleague goes on parental leave, here are some considerations: is there a way you can help ease their transition? What words of encouragement can you offer? How does your company culture contribute to a supportive ecosystem, and what’s your role in that ecosystem? How can this be an opportunity for growth and learning?

Just as a well-functioning grid ensures energy flow where it's needed, a workplace that truly supports new parents fuels a stronger, more resilient workforce - and that benefits everyone.

As we head into the week, I’m gearing up for DISTRIBUTECH (DTECH) 2025, taking place in Dallas, TX from March 25-27. This event is always a highlight of the year for me – it’s not just another conference, but a hub of energy where utilities, technology providers, system integrators, and more come together to exchange ideas and push the industry forward. The level of engagement, collaboration, and thought leadership that happens on the show floor is unmatched, and I can’t wait to be part of it again.

Why Grid Flexibility Matters More Than Ever
The energy industry is evolving rapidly, and grid flexibility is becoming a more important priority. The current geo-political landscape, among other things, has placed new pressures on the power grid, forcing us to rethink how we build resilience, agility, and adaptability into our systems. With the rise of renewable energy, electrification, and digitalization, utilities need new approaches to keep pace with the evolving demands of the electrical grid.

In my role at GE Vernova, I focus on innovation and emerging technologies, so it’s an organic fit for me to be exploring these critical themes at DTECH this year. I’ll be delivering two presentations that will dive into the technological shifts we’re driving and the challenges we need to address to accelerate the energy transition.

Grid Flexibility and the Role of AI/ML
One of my key sessions will focus on “Grid Flexibility to Accelerate the Energy Transition with Innovations in Software-Defined Automation with AI/ML”. In this presentation, I’m eager to cover:

1.     Trends and innovations: I’ll be sharing insights from real-world projects, highlighting how software-defined automation and AI-driven solutions are shaping the future of the grid.

2.     Lessons learned: Innovation isn’t just about breakthroughs; it’s also about what works, what doesn’t, and how we adapt to drive better results and further fast-track the eruption of technology.

3.     Exploring the GridBeats™ portfolio: Our software-defined automation solutions are designed to improve grid resilience and flexibility, and I’ll be showcasing how these solutions are making an impact.

4.     AI/ML use cases at the substation level: AI and machine learning are some of the most transformative forces in the industry today, but their implementation at the substation level presents unique considerations and opportunities. I’ll be diving into specific use cases and real-world applications of AI/ML to enhance grid operations.

Bridging Academia and the Industry
While technology and investment play a critical role in achieving our energy goals, people are the most crucial factor in making this vision a reality. That’s why my second presentation with GE Vernova’s Senior HR Partner, Caroline Kurowski, titled “Bridging Academia and Industry: Charting a Career Path for Engineering Graduates” will focus on the criticality of the right talent and skillsets in our industry.

The power sector hasn’t historically been the most “attractive” field for new graduates, and that’s becoming a challenge as we seek to bring AI, automation, and digitalization into the field. The demand for AI/ML is skyrocketing, but finding the right skillset remains difficult: AI is expanding rapidly, but applying it to the power grid requires a specialized hand.

So, how do we fix this?

Building a Talent Pipeline for the Future
To ensure we have the right expertise in the industry, we need stronger collaboration. This means:

• Creating clearer career paths for engineering students, highlighting why the power grid is an exciting and impactful place to be.
• Developing specialized AI/ML programs tailored to power systems to equip graduates with the skills needed for real-world applications.
• Fostering partnerships between universities, utilities, and technology providers to ensure students gain hands-on experience.

At the end of the day, technology alone won’t solve the energy transition – we need the right people, the right vision, the right investments, and the right trajectory. DTECH is a great place to drive these conversations, and I’m looking forward to connecting with industry leaders and innovators to chart a path forward.

If you're heading to DTECH 2025, let's make this event a launchpad for meaningful progress in the industry!

In my previous blog, "How To Define What It Is You Want To Do", we explored how finding a job in general can be a complicated journey, but finding a job that really fits your aspirations is even more challenging. For a job to be fulfilling, it needs to complement what someone really wants.

But how do you really know what you want? That can be one of the most complex questions you’ll have to address in your career. As per Professor James R. Bailey, who expands on the importance of self-reflection in his article titled “Don’t Underestimate the Power of Self-Reflection”, reflection requires sitting with yourself, taking an honest moment to think about what transpired, what worked, what didn’t, what can be done, and what can’t.

Reflection requires courage: such introspection can lead to significant insights that impact future behavior and decision-making.

Mirror, Mirror on the Wall
Research has shown that self-reflection boosts productivity, as per Jennifer Porter, an executive and team coach, who explains this thoroughly in her article titled “Why You Should Make Time for Self-Reflection (Even If You Hate Doing It)”. She explains that we tend to be biased towards action, somehow believing that action will always lead to some successful result. The truth is, it doesn’t always – unless there’s real time invested in a thorough thought process beforehand.

My point here is to convince you in investing this time for you and get started. Based on my own experience, readings and research, here’s my list of suggested steps:

Tip 1: Identify your Motivations
As Simon Sinek explains in his bestselling book Start With Why, everything starts with why. Why are you looking for your next move? Why did you feel motivated to read this article and invest in your professional development? What do you want to achieve at the end of the day and why? Be mindful that while external motivations may offer immediate gratification, they often fall short in providing enduring growth and satisfaction.

Embracing the process of self-discovery and understanding your true desires for a professional change is key to unlocking a career path that aligns with your authentic self. Remember, the pursuit of a career that brings you genuine joy and fulfillment is a gradual process that demands patience and honesty. By prioritizing internal motivations over external rewards, you set yourself on a path towards a profession that not only excites you, but also nurtures your personal and professional growth.

Tip 2: Schedule Time
Show yourself that you are serious about this. Set some time up in your agenda only for yourself to “think” and reflect back on your professional career path. Make sure you protect that slot of time and don’t give it up to other distractions. This symbolic act will get you motivated to really kick-start the process and stay committed.

Tip 3: Self-questioning
Do you feel that you've been constantly running away from making time for yourself? Have you been procrastinating on seizing control of your professional path for too long? It's essential to reflect on your feelings at this stage of your career journey. Are you content but still seeking more growth opportunities? Do you feel stuck in a specialized role, yearning to explore broader horizons? Embrace these emotions, acknowledge and label them as they will provide you with great insights for the next steps in the process.

Tip 4: Create Inspiration
Grab your notepad and start small: start a collection of motivational reads, conduct your own research, and start writing your findings (or start drawing if you lean more towards visuals).

Simply begin by collecting your thoughts and reflecting on your past professional experiences. Starting is the key - the more you dive in, the more confidence you'll gain, keeping you motivated to persist and get inspired, even better to make it fun and not a chore. You don’t have to be perfect; remember, the beauty lies in the transformation journey you create for yourself, not in achieving perfection.

Tip 5: Reflect on your Resumé
Do you ever stop to think about the stories your resumé tells? Take a moment to review your resumé, what professional experiences were you sharing with pride during interviews to the point that you didn’t want to stop telling your story? And which ones do you sometimes shy away from? And here, ask yourself why. Why do some experiences sound like a triumph while others fade into the background? Take time to identify and assess what you like and dislike in your current position. If you were to redesign your career, what would you keep in that resumé and what would you change?

Now, having gone through this process myself, I want to share that this is a messy and long process which needs time, not perfection. The aim here is simply to inspire you to pause for real and reflect, because here again, this survey of the past will give you so many insights for the future.

I invite you to use this time as an opportunity to apply these suggestions and act – stay tuned for more!

The Artificial Intelligence Action Summit, held in Paris on February 10-11, 2025, brought together global leaders, policymakers, and industry experts to address one of the most topical issues of our time: the future of artificial intelligence. As I followed the discussions taking place, I was struck by the strong leadership presence and growing consensus that AI must be developed in a way that serves humanity.

The event highlighted five key themes that will shape AI’s trajectory in the coming years: public interest AI, the future of work, innovation and culture, trust in AI, and global AI governance. Each of these areas is critical, but the most urgent takeaway from the Summit was clear to me: AI governance must be addressed on a global scale.

AI for the Public Interest
A major focus of the event was public interest AI – essentially how AI can serve society rather than being solely driven by private profits. France, the hosting nation of the event, proposed the creation of a global platform that could act as an incubator for AI solutions designed for public benefit. This initiative emphasizes independent, open access, or controlled access AI to ensure that technology remains sovereign and accessible, rather than being monopolized by certain entities.

This vision is ambitious, but necessary. AI’s potential to improve the energy industry (for one) is extraordinary, but only if we ensure equitable access.

The Future of Work: AI as a Collaborative Effort
Another heavily discussed topic was the future of work and the impact of AI on global labor markets. There was strong agreement that governments, private enterprises, and public sector organizations need to collectively work together to ensure that AI is developed in a way that protects workers and promotes socially responsible AI adoption.

Of course, some of this is easier said than done. The fear of job displacement due to automation is real, and different industries will be affected in different ways. But the solution is not to block AI, but rather implement policies that support the transition and ensure that AI tools enhance – rather than replace – the human workforce.

Innovation, Culture and AI Infrastructure
There is a clear need to develop strong AI ecosystems of a global nature. The Summit emphasized the need for investment in AI infrastructure and research, which are both essential for AI’s continued advancement.

And speaking of investment, this week alone we saw major financial commitments to AI development in parallel to the event. The EU, for example, announced a EUR 200 billion investment into AI. This kind of funding signals that AI is no longer just an emerging technology; it’s a fundamental pillar of future economic growth.

Trust in AI: The Need for Global Guardrails
A recurring topic – and one that I’ve explored in a previous blog – is trustworthy AI. As a global community, we have to work comprehensively and inclusively to address the risks associated with the development of this technology.

There is already significant concern about biases is AI models, false or fictitious information, and the potential for misuse. If we fail to build AI systems that people can trust, adoption will be slow, and skepticism will grow by default. This is why regulations are critical – not to hinder innovation, but to guarantee accountability and prevent AI from being exploited in harmful ways.

The biggest concern? If we allow AI to develop unchecked, it could follow the path we’re seeing with social media, which outgrew regulatory frameworks so quickly that we’re now struggling to control its impact. We cannot afford to make the same mistake twice.

The Case for Global AI Governance
This brings us to what I consider the biggest achievement of this event: the discussions around global AI governance. The conversations circled around the Global Partnership on Artificial Intelligence (GPAI) and the United Nations’ AI Advisory Body, both of which aim to establish international cooperation on AI policies. In fact, the UN has put together the Governing AI for Humanity Report that details this formative action.

Here's the fundamental challenge: we can’t operate in silos. For example, there’s global governance on nuclear technology. The difference is, nuclear is like a hardware – a tangible, detectable source – whereas AI is a software, thus making it harder to manage and regulate.

That’s why global governance is essential. We need international AI regulations to prevent misuse while still allowing AI to be shared and used for the benefit of humanity. But how do we do that without restricting innovation?

a) AI should be accessible – but with proper credentials and authentication systems in place
b) There must be safeguards to prevent AI from falling into the wrong hands
c) Open-source AI sounds good in theory, but if left unchecked, it could either be exploited by bad actors or become dominated – creating a power monopoly
d) We need to prioritize people and planet before profit

But what I’m sharing here really is just a starting point.

The Road Ahead
The fact that AI is being formally addressed at a global level is a source of incredible motivation for me. Leaders from around the world are recognizing that AI is not just a technological advancement, but a transformative force that will shape our future. This is only the beginning. AI development and governance will require ongoing adaptation, collaboration, and oversight. Just as there are global frameworks for climate action, trade, and nuclear policy, AI requires an equally robust governance model and strategy that not only promotes innovation but also protects human interests.

The AI Action Summit set the stage for discussion. Now, it's up to governments, industries, and civil society to turn these ideas into action. The future of AI isn't just about what we build - but who it serves. Let's make sure it serves us all. 

I recently had the privilege of attending and speaking at the IEEE PES Grid Edge Conference in San Diego. One of the most prominent topics dominating discussions – both at the conference and in the energy sector at large – is digitalization.

We’re witnessing a fundamental shift in how decisions are made and how actions are taken within grid networks. The industry is moving away from a world where everything was operator-driven and toward one where automation and AI are taking a leading role. Take the automotive industry, for example: in the past, you had to remember to get your oil changed. Now, your car alerts you when it’s time for service (in addition to the email reminder you typically get from the dealership). The power industry is going through a similar transformation, shifting from human-centric operations to AI-assisted decision-making. And frankly, it’s long overdue.

 
Why the Grid Can’t Stay in the Past
The grid has been evolving, but it has traditionally been a cautious process. Decades ago, we relied on mechanical relays to control power flows. Then came semiconductor-based relays, adding intelligence to the system. However, despite these advancements, the industry is taking a measured and careful approach.

Now, however, a perfect storm is forcing change. We are witnessing both load demand challenges while also having generation challenges, and many factors are at play:

1. The Energy Transition: We’re integrating variable renewable energy sources (solar, wind, etc.), which present unique challenges like the loss of grid inertia that traditional power plants provided. Operators must react faster than ever to maintain stability and prevent blackouts. Simultaneously, loads started to evolve as well, meaning we have two major transitions happening in parallel.

2. Electrification and Evolving Demand: AI and electrification are reshaping energy consumption. The AI Revolution, so to speak, cannot exist without the energy spectrum that it relies so heavily on. Data centers alone consume hundreds of megawatts – sometimes gigawatts – of electricity, and AI-driven applications like ChatGPT use 25 times more energy than Google searches (per, ironically, Google). Meanwhile, consumers are also becoming prosumers, feeding power back into the grid, and more end-users are using electric power as opposed to traditional gas power.

3. Aging Infrastructure: Much of our grid infrastructure is 60-70 years old and thus approaching end-of-life. We need smarter ways to monitor asset health and predict failures before they happen.

In the current state of the world, things are changing rapidly. Human intelligence is fast, but it’s not fast enough and needs to be supplemented.

Software-defined automation solutions have entered the chat.

Augmenting the Grid with AI
Both in reel and real life, we’re seeing a rise in themes of futuristic AI, robotics, and use of intelligent machines that complement the human essence and enhance human capabilities. That’s exactly what the grid needs. We need to harmonize the grid with AI and automation, for faster and smarter decision-making and action.

At GE Vernova, we’re already putting this vision into practice with our GridBeats™ portfolio. A few solutions within include iDS (Integrated Digital Substation), which accelerates substation deployment, making infrastructure upgrades more efficient. The pinnacle of this software-defined world and the icing on the cake of our GridBeats™ portfolio is ZAC (Zonal Autonomous Control), where we’re moving to decentralization and more efficient decision-making. Decisions need to be moved closer to where the problem is for better decisioning, creating operational efficiency.

The transition from automated to autonomous systems can be synonymous. Automation is still operator-driven, where you set up an algorithm, but autonomy means real-time decision-making based on multiple variables – weather, asset health, congestion, and more. The key to get to the autonomous state is not only to predict the state, but also prescribe actions. AI can predict problems and prescribe solutions, making grid operations more efficient.

But, these systems still need a human inside. AI should enhance decision-making, not replace it entirely.

The Challenges of an AI-Driven Grid
But of course, with any opportunity there is potential pushback, and we would be remiss not to take it into deep consideration. Some of the pertinent ones that come to mind are:
1. Cybersecurity Risks: The more digital and software-driven the grid becomes, the larger the attack surface for cyber threats. Utilities must adopt zero-trust principles from the design stage to ensure resilience.

2. Data Privacy Concerns: Who owns the data? Where is it stored? How secure is it in the Cloud? Where does the Cloud reside? These are valid concerns that need to be addressed transparently.

3. Trust in Autonomous Decisions: Yes, even AI can make mistakes. Operators need to maintain oversight and have the ability to intervene when necessary. This is why a hybrid approach of AI plus human expertise is the best path forward.

A Pivotal Moment for the Grid
The energy sector is at a crossroads. The challenges we’re facing are too fast-moving and complex for traditional, operator-driven methods. It’s time to suit up - to equip our grid with the intelligence and automation it needs to handle the future.

The energy industry must embrace AI, automation, and collaboration to build a more resilient, adaptive grid.

The future is here. Let’s power it the right way.

As global decarbonization objectives intensify, the electric grid faces unprecedented demands. The urgency to reduce carbon emissions is growing rapidly, but so too is electricity generation demand, driven by electrification, urban expansion, and technological advancements. Further, reducing carbon emissions is equally met with the need to produce more energy. This dual pressure creates a complex landscape and addressing it will require a comprehensive and collaborative approach, leveraging innovative solutions and global partnerships to reimagine the entire energy cycle. The answer lies not only in renewables, but also in reducing the impact of the electricity transmission network from generation to consumption. 

A Dual Focus and a Multifaceted Approach
Decarbonizing the grid is not a task confined to any single segment of the system. At GE Vernova, we consider each state of the power cycle – from generation to consumption, with our efforts focusing on two critical objectives:

1.       Enabling Renewable Generation: This includes the integration of more renewable power sources, such as wind and solar, into the grid and ensuring they can be transmitted efficiently to meet growing demand.
2.       Reducing Carbon Intensity: Ensuring the grid infrastructure itself supports decarbonization by adopting technologies that minimize emissions throughout their lifecycle.

To take it a step further, the energy industry is responsible for three-quarters of greenhouse gas emissions globally. In response, the International Energy Agency has defined the pathway to net-zero to include the rapid deployment of “clean energy” technologies and efficiency, safeguarding energy security, fair and effective global cooperation, and technological deployment based on costs, market conditions, available infrastructure, and regulations.

The Role of GRiDEA
To address these challenges, GE Vernova recently launched GRiDEA, a portfolio of innovations designed with decarbonization at its core and built on two foundational pillars.

1.       SF₆-Free Solutions: Eliminating the use of SF₆, a potent greenhouse gas commonly used in grid equipment, is a critical step in reducing carbon intensity. Our solutions prioritize alternatives, with a commitment to continue to expand our SF₆-free product portfolio throughout the next decade.
2.       Raw Material Reduction: By improving material use, we not only reduce environmental impact, but also contribute to resource efficiency.

Understanding that decarbonization is not just about cutting emissions, it’s about measuring emissions and using that data to drive what we do next. Serving as our compass, we perform life cycle assessments (LCAs) for new products to ensure we measure environmental impact (including carbon emissions, raw material use, recyclability, and more). These assessments cover a product's entire lifecycle, including raw material extraction, manufacturing, transport, use, and end-of-life.

This methodology forms the foundation of our eco-design approach, ensuring that our technical choices and development processes are guided by measurable environmental outcomes.

The Importance of Collaboration and Investment
The scale of decarbonizing the grid is monumental and will require sustained efforts and significant investment. This is not a transformation that can be implemented in just a few years. While the timeline is challenging, the strategy should be clear: collaboration, innovation, funding, and partnership.

Europe has served as a launchpad in many ways. Europe’s progressive regulatory environment has provided the opportunity to accelerate the rollout of our portfolio. In fact, regulations have catalyzed the adoption of sustainable solutions, and we’re leveraging this momentum to refine and expand our offerings. As another example, in the U.S., we aim to cover most of our solutions set by 2028, aligning with emerging regulations and the growing demand and prioritization of decarbonization.

Decarbonization is not something that can be achieved alone. Global cooperation is imperative. This includes partnerships with innovators, collaboration with early adopters, and strong engagement with stakeholders. Customer support is vital, as is external investment from programs such as the U.S. Department of Energy initiatives or the EU’s LIFE Programme.

A Journey and a Destination
Achieving net-zero will be an ongoing journey requiring relentless focus, adaptability, and work. While the immediate goal may be to achieve carbon neutrality, the broader mission is to create a more sustainable, resilient, and equitable power system for future generations. At GE Vernova, we understand the magnitude of that challenge.

This moment is a pivotal one for our industry as the electrical grid is facing its biggest challenge in more than 100 years: the need to electrify more of the world while simultaneously decarbonizing the grid and delivering more sustainable energy. The choices we make today will shape the world's tomorrow.