PURPOSE,
GROWTH
& OPERATIONS.
Meet our Head of Customer Operations, Gary Hart. He talks about what brought him here, how the team delivers service at scale, and where he wants to take operations next.
About Gary Hart
EXPERIENCE.
PURPOSE.
Gary Hart has spent nearly three decades in the UK energy industry. His career has been shaped by a consistent belief: that operations exist to serve people, customers and the teams that serve them alike.
As Head of Customer Operations, he leads the full customer journey, from onboarding and billing to retention and operational excellence. He joined because he found something rare in the sector: a genuine tech-first approach rather than a traditional supplier trying to modernise.
01 · Career & Motivation
TECH-FIRST.
PURPOSE-LED.
After nearly three decades in the energy industry, it takes something genuinely different to make you sit up and take notice. The UK energy sector needs genuine change if it's going to work better for people and the planet, and that's something we've consistently championed.
We're a technology company applying a tech-first approach to a sector that badly needs it, rather than a traditional energy supplier trying to modernise, and that attracted me greatly. Through our platform, we are creating more direct and transparent ways for energy to be bought and sold, connecting generators and consumers locally while providing greater certainty over costs and traceability over where energy comes from.
At the heart of it is a simple but powerful belief that energy is a necessity, not a luxury. Being part of a business that has made it its mission to make clean, affordable energy more accessible is incredibly motivating.
Energy is a necessity, not a luxury. That sense of purpose matters just as much as the opportunity to help grow a business already proving its model in practice.
Gary Hart
Head of Customer Operations
02 · Operations
SEAMLESS
AT SCALE.
The best operations aren't a team customers deal with; they're the engine behind every interaction. Our role is to make every stage of the customer journey feel simple and seamless, from onboarding and billing through to account management and ongoing support. We seek to solve problems before they arise, reduce unnecessary complexity, and make it as easy as possible for customers to manage their accounts themselves.
Behind the scenes, that means overseeing everything from invoicing and revenue management to credit control, cashflow forecasting and customer retention. We're constantly looking at how technology and data can help us work smarter, whether that's automating routine tasks, identifying issues before they become problems, or giving customers greater visibility and transparency over their energy usage and account performance.
18 months of growth
THE
NUMBERS.
CUSTOMER BASE
VOLUMES
RENEWAL RATE
03 · Service Excellence
PROACTIVE,
NOT REACTIVE.
For me, service excellence is proactive, not reactive. It's about anticipating what customers need and designing processes, systems and experiences that make those needs easy to meet. The goal is to create an experience that is accurate, seamless and dependable from the outset, not just to respond when something happens.
That starts with getting the fundamentals right: accurate billing, reliable data, clear communication and responsive support, underpinned by a mindset of continuous improvement. As our business evolves, our service model evolves with it, and our customers are on that journey alongside us.
What makes us different is that we don't look at customer experience through the lens of a traditional energy supplier. The benchmark isn't other energy suppliers. It's the best technology experiences our customers use every day.
We don't measure ourselves against other energy suppliers. We measure ourselves against the best apps and digital services our customers use every day.
Gary Hart
Head of Customer Operations
04 · Collaboration & Culture
ORGANISED AROUND
THE CUSTOMER.
Customer experience is rarely shaped by one team. It reflects how effectively an entire organisation works together. That's why we organise around the customer rather than around functions.
We bring together expertise from across billing, client services, account management and credit control into small, empowered, multi-disciplinary teams. That means the people closest to the customer have the tools, knowledge and authority to make things happen quickly, rather than passing issues between functions. It's an approach far more common in technology businesses than traditional energy companies, and it allows us to be more agile, responsive and customer-focused.
Just as important is the culture that underpins it. We encourage people to take ownership, challenge assumptions and think differently. There's a strong emphasis on collaboration, transparency and continuous improvement, which helps create an environment where good ideas come from anywhere.
05 · Scaling Culture
CAPABLE TEAMS,
NOT EMPIRES.
Rapid growth is exciting, but it can also bring challenges. The key is making sure your culture, processes and ways of working can scale alongside the business.
For me, that doesn't mean adding layers of management or recruiting ever-larger teams, as companies of old might have done. Instead, it's about creating a highly capable group of people, supported by the right technology, processes and data. I'm not interested in building an empire; I'm interested in building a team of multi-skilled, motivated individuals who have the tools and support they need to succeed.
A big part of that is investing in quantitative capability. We've worked hard to build strong analytical skills into the operations team itself, so the people closest to the work are also the people best placed to spot trends, identify opportunities and make informed decisions. We have a team that can model, forecast and understand the numbers, not just process them. That means insight sits where the action is.
Leadership philosophy
Trust people to make decisions.
Encourage them to lead improvements.
Recognise that learning is part of growth.
06 · Ambitions
LOOKING
AHEAD.
My ambition is for operations to become one of the reasons people and organisations choose us, not a back-office function, but a visible part of why customers join, stay and recommend us.
In the near term, that means getting customers to the point where they can see and manage almost everything themselves: clear information, real-time visibility, and support the moment they need it.
As we scale, I'm determined that service quality improves rather than simply holds. Get that right and growth and service quality aren't a trade-off.
I'd measure that by progress rather than the calendar, but the direction is deliberate, and I'd expect us to be visibly further ahead each year.