Claire Gotham advises CEOs, boards, and institutional investors on where to place — and how to execute — multibillion‑dollar bets across power utilities, renewables, and large‑scale infrastructure platforms.
My work sits at critical inflection points — where capital, policy, and operations intersect and execution risk is highest. That’s where the cost of bad judgment is greatest, and where I add the most value. Claire Gotham
Claire works at the intersection of energy transition, infrastructure investment, and large‑scale transformation — and the application of AI and advanced analytics to operational and capital decisions.
Over 25+ years, she has focused on three things: shaping capital deployment across utilities, renewables, and infrastructure platforms; leading grid modernization and system transformation at scale; and advising executive teams and boards through regulatory, operational, and investment complexity.
Across five firms over 25+ years — from an independent advisory practice to global consultancies — she has shaped capital deployment strategy for electric and gas utilities, renewables integration, and infrastructure platforms across North America.
As VP Utilities at Capgemini and now leading Wipro’s Utilities & Infrastructure practice in the Americas, she has directed enterprise transformation programs spanning asset management, digital work management, and grid analytics — partnering with platforms like AWS to bridge technical capability with operational reality.
From Managing Director, Power & Utilities at Protiviti to running her own advisory practice, she has guided C‑suite executives and boards through regulatory, operational, and investment complexity — including service as an expert witness on energy market risk and valuation.
Where energy‑transition capital should go — and where it’s being misallocated.
What AI‑driven load growth means for utility planning and operations.
The questions a board should ask before it reviews the strategy deck.
Her signature theme — the distance between capital committed and outcomes delivered.
Shaping the regulatory agenda instead of reacting to it.
Utilities were largely designed around steady, linear growth. AI‑driven load growth is decidedly not that. Real‑time orchestration is increasingly critical, but many utilities still operate across fragmented systems that were never designed to move at this speed.
The orgs moving ahead aren’t ignoring the gap between planning and reality — they’re building operating models, partnerships, and infrastructure strategies designed to function inside it.
If Claire joined a utility board today, she wouldn’t start with strategy decks. She’d start with three questions:
The real signal of resilience: how quickly a board reallocates capital when those assumptions start to break.