The POWER Podcast

With federal tax credits under threat and regulatory stability in short supply, Bala Nagarajan, managing director of the energy investments team at S2G Investments, explained what he looks for in a company. "Is the product or the solution sold by this business cheaper, faster, better than the incumbent solution?" he asked. If so, it's worth considering. If not, the investment may not be a fit. His team heavily discounts any business case that depends on policy incentives. The message for entrepreneurs: build something that wins on its own economics first, and treat incentives as upside rather than a foundation.

Speaking as a guest on The POWER Podcast, Nagarajan introduced the concept of "anti-fragile businesses"—companies whose value propositions can withstand geopolitical shocks, policy reversals, and economic downturns. His showcase example was Aerones, a portfolio company that uses robots to repair wind turbine blades. The thesis: there is an enormous existing fleet that needs maintenance, qualified technicians are scarce and expensive, and the work is dangerous. A robotic solution that is cheaper, faster, and safer represents exactly the kind of durable opportunity S2G seeks.

For most of Nagarajan's 17-year career in energy, demand growth was gradual, tied to long-horizon electrification trends in homes, transportation, and manufacturing. AI data centers have compressed that timeline dramatically. The demand for new electrons "is knocking on our doors today," he said. This surge, combined with constrained supply, has created a dynamic that many believe will keep power prices high for a long time. S2G prefers skepticism. "What if things change?" Nagarajan asked. "How well will our underwrite hold up in the midst of potential changes?"

Where is investor enthusiasm strongest? Grid-enhancing technologies. Rather than building new generation capacity, the market wants solutions that make the existing grid better—advanced conductors, grid-enhancing software, and solid-state transformers. Conversely, the "power-to-X" sector—green hydrogen, sustainable aviation fuel, and similar products relying on cheap clean electricity—is struggling as rising power prices undermine their economics.

The gap between well-capitalized developers and smaller players is also widening. Only developers with deep balance sheets can afford to "Safe Harbor" equipment—purchasing materials early to lock in expiring tax credit incentives. Smaller developers are being forced to sell projects or abandon them, driving capital toward established brands.

Nagarajan also suggested natural gas is no longer a bridge fuel. Given demand for gas turbines from hyperscalers and the signals from manufacturers like GE Vernova and Siemens Energy, gas is firmly embedded in the energy mix. The consequence, he argued, is that emissions will rise, driving significant demand for high-integrity carbon credits—a space he is personally bullish on.

His overarching message is one of disciplined optimism. The energy sector is experiencing a rare convergence of rising demand, constrained supply, and deep pools of capital. But the winners will be those who resist underwriting to today's enthusiasm and instead back businesses that can thrive regardless of which way the policy winds blow.

The power industry's workforce crisis is well documented — an aging labor force, too few new recruits, and a surge of infrastructure investment that's only widening the gap. But on this episode of The POWER Podcast, two guests offer a practical blueprint for closing it.
Derek O'Connor, Workforce Development Manager in the Office for Research and Innovation at Stony Brook University, and Rosalie Drago, Vice President for External Affairs and Strategic Engagement at Haugland Group, discuss the suite of workforce programs they've built together — from a paid summer experience for high school students called Taste of the Trades, to drone piloting certification, HVDC power systems training, an energy cybersecurity program, and EmpowerHER, a program designed to bring young women into the construction trades.
Their model is built on a simple but powerful insight: many high school students need to earn income over the summer, which steers them toward retail and food-service jobs instead of career-building experiences. By braiding together government youth employment funding, industry sponsorship, and university research expertise, the Stony Brook–Haugland partnership pays students to explore energy and infrastructure careers — and then offers them a clear pathway from that first exposure all the way through college and into the workforce.
O'Connor and Drago share real student success stories, explain how they've adapted their curriculum to a shifting energy landscape, and make the case that every community in the country already has the building blocks to replicate what they've done. They also discuss why investing in teacher training and community education delivers returns that go well beyond filling open positions.

S&P Global Energy's Global Power Markets Conference will be held April 13–15, 2026, at the Four Seasons Hotel in Las Vegas, Nevada. Learn more and register at: bit.ly/POWERPOD. Use the code POWERPOD at checkout to get a 10% discount on registration.

The event returns at a pivotal moment for the energy sector. With national energy policy undergoing rapid transformation, federal incentives shifting, and geopolitical pressures reshaping global trade, the stakes for market participants have never been higher. From new tax structures to tariffs and a renewed emphasis on baseload generation, decision-makers are navigating profound changes that will impact the U.S. and global power markets.

Join many of the industry's top experts in Las Vegas to network with energy executives from around the world and discuss the challenging volatility of the global financial markets, the opportunities available in transformative technologies, and all the latest topics impacting businesses.

Get actionable insight from industry leaders, including:

• Changing investor strategies as growing power demand transforms regional markets
• Opportunities and advances in key technologies: new nuclear, renewables, battery storage, and carbon sequestration
• Innovative financing models, M&A outlook, and public-private partnerships
• New directions and critical changes in policy, impacting every energy industry.

Be a part of the conversations shaping the future of power markets.

Learn more and register at: https://bit.ly/POWERPOD. Use the code POWERPOD at checkout to get a 10% discount on registration.

Operators of aging F-class units face a narrowing window to plan for rotor life extensions as supply chains tighten and demand surges.
The late 1990s and early 2000s marked a frenetic period in American power generation. Deregulation opened the floodgates for independent power producers racing to bring quick-build gas turbine plants online. GE’s 7FA and 7EA units became go‑to resources for this expansion, with the manufacturer more than tripling its annual heavy‑duty gas turbine production capacity to meet surging demand.
Now, a quarter-century later, those turbines are approaching critical end-of-life thresholds—just as an artificial intelligence (AI)-driven surge in electricity demand is pushing them harder than ever. Industry experts warn that operators who fail to plan for rotor life extensions could find themselves in serious trouble.
“If you’re not thinking two to three years down the road on your rotor, then you’re already behind, because that’s how long it’s going to take to manufacture those wheels,” Jason Wheeler, General Manager of Gas Turbine Rotor Repairs at MD&A, said as a guest on The POWER Podcast.
A Perfect Storm of Constraints
The urgency stems from a confluence of factors that have compressed the window for action. The 7FA fleet, which was deployed en masse during what industry veterans call “the bubble,” is now reaching the hour and cycle limits that the original equipment manufacturer (OEM) established for critical rotor components. At the same time, the power generation sector is experiencing a demand renaissance driven by data center construction and electrification.
Dave Fernandes, MD&A’s Gas Turbine Program Manager, experienced the original boom firsthand as a GE field engineer specializing in 7F and 9F units from 1996 to 2001. He sees important differences between then and now.
“There seems to be a lot more concrete reasons and a much stronger foundation for this current bubble than the previous one that took place two and a half decades ago,” Fernandes said. “There are a lot of things that are all stacking up at the same time that put more of an emphasis on getting out in front of extending the life of your current assets now, probably more than ever.”
Supply chains have become particularly challenging. The specialized superalloy forgings required for turbine wheels are produced by a limited number of facilities worldwide, and those forging houses are simultaneously serving aerospace, military, and new power generation equipment markets.
“You’re going to be competing with those new unit sales across various industries in an attempt to get in line with what is perceived from some angles as higher priorities,” Fernandes explained. “That further complicates the scenario that the customer base is facing when they’re trying to extend the rotor life of their existing assets.”

Rayburn Electric Cooperative faced three years of power costs in five days during the 2021 storm. The experience transformed the organization’s approach to risk, generation assets, and long-term planning.
When Winter Storm Uri swept across Texas in February 2021, Rayburn Electric Cooperative found itself staring down a crisis that would reshape the organization’s entire operational philosophy. The generation and transmission cooperative, which serves approximately 625,000 Texans across 16 counties northeast of Dallas, incurred three years’ worth of power costs in just five days.
“Bankruptcy was certainly one of the options on the table,” David Naylor, president and CEO of Rayburn Electric Cooperative, said as a guest on The POWER Podcast. “We were thankful we didn’t have to go that route. We were able to come up with a solution where we paid everything we owed—and then we took a hard look in the mirror and asked ourselves what we needed to do differently.”
That self-evaluation led to strategic decisions that fundamentally shifted Rayburn’s power supply operations, transforming the cooperative from an organization with minimal owned generation resources into one that now owns and operates a major power plant—with another under construction.
From Crisis to Acquisition
Within two years of Uri, Rayburn acquired the Panda Sherman Power Plant, a 758-MW natural gas–fired combined cycle facility located just outside the cooperative’s service territory. The acquisition doubled Rayburn’s balance sheet, but Naylor said the plant checked critical boxes that emerged from the cooperative’s post-Uri analysis.
“When we looked at who benefited from Uri—or at least came out of it in a solid situation—it was the people who owned generation assets, and whose units ran,” Naylor explained. “The Panda Sherman plant performed great during Winter Storm Uri. It had room for additional capacity if we wanted to expand in the future. And for someone that was staring bankruptcy in the face a couple years earlier, winning that auction over several private equity companies was a tremendous success.”
Building for Growth
One concern Rayburn had when acquiring the Panda Sherman plant—now called Rayburn Energy Station (RES)—was its size. Leadership initially projected the cooperative wouldn’t grow into the plant’s capacity until 2030 or later. That timeline proved wildly optimistic.
“We’re projecting 25% growth over the next 10 years, and that’s not counting any data centers or large loads—just normal organic growth,” Naylor said. “We grew into Rayburn Energy Station a lot faster than we anticipated.”
That rapid growth prompted Rayburn to begin construction on a second gas plant at the same site. The cooperative secured turbines and transformers under contract in late 2024, with a commercial operation date targeted for June 2028. According to Naylor, the timing proved fortuitous: suppliers indicated that waiting just a couple more months would have resulted in significantly higher costs and delivery dates pushed out by three to four years.
The project is supported in part by the Texas Energy Fund, a $10 billion pool of low-cost loans created by the Texas Legislature after Uri to incentivize new dispatchable generation. Of more than 125 initial applicants, only 17 were selected to advance—and Rayburn is the only cooperative among them.