Ann Moore has spent her career standing at the intersection of strategy and execution. As industry principal for Power & Utilities at AVEVA, she draws upon both perspectives every day.

"In my role at AVEVA as Industry Principal-Power & Utilities, I focus on working closely with utilities, regulators and industry partners to help translate strategic priorities such as grid modernization, resilience and reliability into practical, scalable execution," she explains. "A big part of what I do is to address the gap between technology and real-world operations, ensuring that solutions align with the complexities utilities are facing on the ground."

Much of that work takes place during conversations. Moore spends significant time facilitating dialogue across the energy ecosystem, connecting peers, surfacing shared challenges and turning collective insight into action. It's a role she finds energizing.

"The most interesting part of my job is the opportunity to engage with utilities globally across the energy ecosystem, all of which are tackling similar challenges in very different ways," she says. "No two utilities are the same and seeing how each organization approaches transformation, whether in digitalization, resilience, or workforce evolution, is incredibly insightful."

That enthusiasm for the practical side of transformation is rooted in experience. Before joining OSIsoft — now part of AVEVA — Moore spent years working in grid operations at San Diego Gas & Electric. It's a background that gave her keen insight into what modernization actually requires.

"Grid modernization is not just a technology challenge; it's also operational, organizational and cultural," Moore says. "I've learned that success depends on how well new capabilities integrate with existing processes, systems and workforce realities." Her approach, she says, is to focus "less on 'big ideas' in isolation and more on how those ideas can be implemented incrementally, with clear value at each step."

At AVEVA, that philosophy has translated into tangible accomplishments. Moore counts among her proudest achievements the creation of the Utility Executive Summit, a forum for senior industry leaders to share candid lessons and forge working relationships.

"These conversations often lead to tangible actions and collaborations that extend well beyond the event itself," she notes.

When asked what technology companies most often get wrong in the grid modernization space, Moore points to a persistent gap between technology capabilities and utility realities. "Utilities operate in highly complex, regulated environments with legacy infrastructure, and introducing new technologies requires careful integration rather than disruption," Moore says.

Beyond that, she argues, providers must make the value case clearly and concretely: "Utilities are under increasing pressure to justify investments, so technology providers must go beyond innovation and show how solutions improve reliability, resilience and cost-effectiveness in tangible ways."

According to Moore, AVEVA excels in its long-term, agnostic, platform-based and partnership-oriented approach. Instead of focusing solely on individual and siloed solutions, there is a strong emphasis on understanding the broader operational context and working alongside customers over time.

Equally important, she adds, is AVEVA’s focus on enabling integration and interoperability: "In a space as complex as energy, no single solution operates in isolation, and supporting an open, connected ecosystem is critical to long-term success."

Looking ahead, Moore believes that the industry’s most impactful developments will be in advanced analytics.

"As the grid becomes more distributed, complex and dynamic, having real-time insights and predictive capabilities will be essential for maintaining stability." At the same time, Moore says that technology alone won't be enough. "Market and regulatory evolution, particularly around distributed energy resources and load growth, will play a significant role. Technology alone isn't enough; it must be supported by frameworks that enable flexibility and coordination."

Considering the broader question of reaching 100% renewables by 2050, Moore takes a multi-dimensional view. "Achieving 100% renewable energy will require alignment across multiple dimensions," she says. "Technically, we need more advanced grid management capabilities to handle variability and complexity. Economically, there must be continued investment in infrastructure and incentives that support long-term resilience and flexibility."

Looking at the role of politics and regulations, Moore emphasizes balance: "Policies that encourage public-private partnerships, streamline approvals and support modernization efforts will be key to accelerating progress."

Moore doesn’t hesitate to point out which industry challenges she believes deserve more attention. Workforce transformation, she says, is one challenge to consider: "As the grid evolves, so do the skills required to operate and maintain it."

Another notable challenge is supply chain resilience. "Utilities are facing longer lead times, equipment shortages and increased dependency on global suppliers, all of which can delay critical infrastructure projects and modernization efforts," Moore observes. "Building more resilient, transparent and flexible supply chains, beyond simply extending the asset lifespans, is becoming just as critical as deploying new technologies."

Finally, the challenges associated with organizational change management remain a key factor. Industry experts often talk about technology adoption, but the internal processes and cultural shifts required to support that adoption are equally important and often more difficult to implement successfully.

What keeps Moore motivated through it all is the opportunity to contribute something that has both immediate and long-term impact. "The work we do today will shape the resilience, sustainability and reliability of energy systems for decades to come, and that's a responsibility I take seriously," she says.

For the next generation of energy leaders, Moore advises them to "Stay curious and stay grounded. The industry is evolving quickly, but the fundamentals – reliability, safety and customer service – remain constant. Balancing innovation with these core principles is what will ultimately drive meaningful progress."

And as for the road ahead? Moore is clear-eyed but optimistic. "The energy transition is not a linear journey; it's complex, iterative and often uncertain," she acknowledges. "What gives me confidence is the level of collaboration I see across the industry. Utilities, technology providers, academia and research institutes, regulators and other stakeholders are increasingly working together to solve shared challenges." It is that collective effort, combined with a focus on practical execution, Moore believes, will ultimately carry the industry forward.