When Chima Anidobe, Principal Workforce Program Manager and lead for National Grid’s Clean Energy Careers Academy (CECA), talks about the future of energy work, he doesn’t start with technology; he starts with people. His role sits at the intersection of workforce strategy, talent readiness, and business continuity. Every new infrastructure project and system upgrade depends on having people who can do the work safely, efficiently, and well.
But that talent pipeline is tightening. As many existing professionals are nearing retirement, newer candidates often need more exposure to real utility experience to be job-ready. “We’re constantly building, upgrading, and modernizing the grid,” Chima explained. “But there’s a gap in the talent needed to support that work.” He points to shortages in roles such as engineering, project management, data analysis, and system planning, which are essential to the clean-energy transition.
The gap isn’t just about headcount, though; it’s about readiness. Employers need candidates who understand both the technical and cultural realities of large-scale energy systems. That’s where Transform Power Systems (TPS) comes in.
What TPS Provides
TPS was created to address challenges faced by employers, such as National Grid, in finding candidates already aligned with real-world project demands. Its Workforce Hub prepares participants through a carefully curated programs that combine:
- Trainings led by industry professionals
- Professionalism, safety culture, and reliability
- Field site visits and project challenges that mirror utility operations
- Externship exposure with employer partners
- A 12-month Success Coach who supports each graduate post-hire
This combination of practical experience and long-term support means hiring teams spend less time onboarding and more time advancing projects. The training also benefits employers like National Grid by feeding insights back into TPS’s curriculum, creating a continuous improvement loop that aligns classroom learning with what’s happening in the field.
Inside the Partnership
Chima connected with TPS through National Grid’s CECA.
What stood out to him was TPS’s structured approach: clear expectations, consistent communication, and a focus on preparing participants for the realities of working in a large utility.
Through TPS, National Grid is introduced to candidates who already understand foundational utility concepts, possess incredible transferable technical skills, and appreciate safety culture, communication expectations, and the pace of the utility industry. “That early exposure matters,” Chima noted. “Candidates come in with a baseline understanding of how we operate, which helps them acclimate faster and contribute sooner.”
Why This Works
The TPS model works because it mirrors how employers think. Its participants are tested through real projects, not just classroom simulations, and they learn to solve problems in the environments where they’ll eventually work. That means fewer surprises after hire and stronger long-term performance.
For utilities like National Grid, this partnership isn’t just about filling roles. It’s about building a stable, future-ready workforce. Chima often reminds his trainees and partners that the real goal is preparing people to contribute meaningfully from day one. As he puts it: “I’ll see you at work.”