Will Bosanko, CEO EMEIA at Brandpie, will join HS Orka at CHARGE Florence on 19–20 October for a conversation to explore how perception, trust and narrative shape the ability to grow, operate and lead in a changing world. Ahead of the event, we spoke with Will about perception and reputation.
Under the theme Shifting perception to power a nation, the discussion will explore HS Orka’s journey in Iceland. Despite strong capability, ambition and capital to expand operations, the company’s role and impact were not always fully understood. By aligning leadership around a clearer direction and adopting a more human-centred narrative, HS Orka has begun to take greater control of its story, deepen community relationships and support long-term growth.
1. In your view, why does perception play such a critical role in the energy sector today?
Perception can determine permission - which is why this is such an important topic in the industry. We need more energy than we’ve ever needed, there is no shortage of demand. But society has a major trust challenge to overcome – not just in new and advancing technology, but in energy companies themselves. The sector has become so visible and so scrutinised. So an energy company’s ability to secure investment, attract talent, influence policy or gain support with communities can often determined by how they are perceived – not just what they do.
2. What does it take to align leadership around a new narrative when an organisation already has an established reputation?
Often we start by recognising that you’re not trying to rewrite history. You’re trying to create the bridge between where an organisation has come from, and where it needs or wants to go. A new narrative or vision for your brand and business is not a marketing exercise – that’s a mistake many make. It’s a highly strategic exercise. By the end of our engagements, we’ve aligned a leadership team around a shared view of the future, the role their business can play in it, and what makes them uniquely credible to deliver it. The confidence and conviction that comes from this clarity is pretty phenomenal. And when leaders can see themselves in that story, they become advocates – and momentum really starts to build.
3. How did the idea of “Respectful Innovation” emerge, and why did it resonate internally and externally?
There’s an inherent tension in the brand idea for HS Orka, and that’s exactly what makes it so powerful. Many organisations position themselves as innovators. But innovation alone can feel disruptive, it can feel disconnected from the communities or environments they operate in. “Respectful Innovation” recognises that progress for society and responsibility for surroundings are not opposing forces. In fact, HS Orka proves that some of the most enduring innovation often comes from balancing ambition with a sense of stewardship. Having learned the business and understood its history, and its vision for the future, this concept resonated because it felt authentic. It reflects how HS Orka operates and also provides a new language that employees, communities, regulators and investors can all recognise and believe in.
4. How important are community relationships in shaping long-term trust for infrastructure-heavy organisations like energy providers?
They’re quite fundamental, really. Infrastructure projects are ultimately delivered in places where people live, work and raise their families. So trust is built through hundreds and thousands of interactions over time. The most successful organisations understand that community engagement isn’t something you do once, or just when something’s approved. It’s more of an ongoing relationship – that needs nurturing, caring for, respecting, just like any relationship. In so many instances a company’s reputation is simply the sum of their local relationships.
5. What do you hope other leaders take away from HS Orka’s experience when it comes to shifting perception to support growth and social acceptance?
Any change or transformation in perception starts with clarity. I’m a broken record on the clarity front. Changing perception is not just about the loudest, most creative campaigns. It’s about having a clear sense of who you are, what you stand for, and the role you play – or seek to play – in society. HS Orka’s story shows that when an idea is rooted in real stories and connected to the business strategy, it becomes galvanising and changes perception in a credible, meaningful way. It can help make decisions, it can help stakeholders understand you better, it can create more confidence in the future. But it all starts with being clear and deliberate.
6. Finally, what are you most looking forward to at CHARGE Florence this year?
I’m looking forward to the conversations around the commercial value of brand. For years, we’ve talked about brand as a driver of clarity, understanding and internal momentum. Those things still hugely matter. But the most progressive organisations are recognising that brand is also a driver of business performance – which, in a sector facing huge investment decisions and scrutiny, feels more important than ever. I’m interested in hearing how leaders across the energy sector are approaching that challenge.
Catch Will live at CHARGE Florence as he leads “The Business Case for Brand” with Sally Bye from Brandpie, and hosts the fireside chat “Shifting Perception to Power a Nation” with HS Orka. Discover why brand is more than storytelling. It’s a strategic driver of business performance.