"Taking Time, Building Teams": Jason Hall on the Evolution of Leadership in Energy

When Jason Hall began his career over three decades ago, the energy sector was a different world—linear power flows, analogue systems, and a clear divide between trade and tertiary pathways. Today, as Deputy Chair of the Australian Power Institute and Acting Chief Engineer at Energy Queensland, he reflects on a sector in transformation, and how professional development is the thread that binds it all together.

“I’ve been fortunate,” Jason says. “From apprentice to exec, I’ve touched every part of the system—generation, transmission, and distribution. That broad view has shaped the way I think about leadership.” 

Jason was the first in Queensland to complete a trade and university degree at the same time, an early sign of his commitment to growth. But what’s more striking is his patience.

“Leadership’s not a race,” he insists. “I tell young engineers not to rush. Take the time to understand the system—you’ll be making decisions across planning, markets, regulation. You can’t be an expert in all of them, but you need to understand enough to ask the right questions.” 

As the energy sector moves through a period of intense change—decentralisation, digitalisation, decarbonisation—Jason is clear about what engineers need to stay relevant. “The fundamentals of engineering are still vital,” he explains, “but you also need skills in data science, AI, policy, ESG, and circular economy principles. And you need leadership capabilities to bring that all together.” 

That’s where organisations like the API play a role. “The API is unique. It works across the entire workforce life cycle—from primary schools to mature professionals,” Jason says. “That connectedness is powerful. It helps foster a culture of lifelong learning.” 

Inclusivity is another key to building a future-ready workforce. “You can’t be what you can’t see,” he says. “Mentorship matters—especially for women and underrepresented groups. So does flexibility. Not everyone can attend an 8–5 session. We need to meet people where they are.” 

Jason’s message is simple: focus on developing broad capabilities, invest in people, and stay connected. The rest will follow.