Originally established to provide engineers for oil and gas sector projects, Spencer Ogden has grown steadily since it launched in 2010. Over the past six years the company has staked its growth plans on large renewable energy projects, and its footprint has grown with the global green energy build-out.
Initially operating from London, the company has increased its global presence and now has a multi-continent network of 13 offices serving projects across more than 40 countries. Renewable projects now make up 60 per cent of its business. There is enormous scope for growth but, to capitalise on the opportunities before it, the company needs to secure the required talent, as well as the financial headroom to grow.
The boom in renewables projects has put a premium on scarce new skill sets among the engineers it hires. “The industry has grown faster than the talent pool,” says Spencer Ogden CEO Bradley Lewington. With too few experienced engineers to meet a wall of demand, the company has been pivoting to address the issue by developing more contract staff locally. Identifying and cultivating local talent in this way reduces the need for Spencer Ogden to parachute its smaller pool of expats into far-flung projects.
The company has sped this process up recently owing to the limitations that pandemic lockdowns imposed on international movement. These globetrotting specialists used to make up more than half of the company’s contractors, but now local talent makes up about 80 per cent of the firm’s talent pool.