Q: Tell us your background and when you first became interested in energy?
I spent my childhood across three continents, as my father’s career required our family to relocate frequently. This unique upbringing has made me genuinely consider myself a global citizen.

A: My passion for engineering began at the age of five, sparked by a simple yet transformative gift from my father: a box of Lego bricks. To me, this was pure magic. I would spend countless hours on the floor, constructing bridges and small houses, captivated each piece could be fitted together to create something stable and new. What felt like play at the time was, in fact, my first exposure to the joy of building and problem-solving – an experience that would shape the rest of my life.

By the time I reached my teenage years, I was certain that I wanted to become an engineer and contribute to the energy sector. This determination guided me towards pursuing a bachelor’s degree in chemical engineering, followed, after a few years of industry experience, by an MSc in petroleum engineering. These academic milestones provided me with the foundation to enter the global energy industry.

One of my first major assignments was Nigeria LNG Train with Shell. I then worked at a couple of contractors before joining BP as Shadow Operations Team Lead/Asset Senior Process Engineer, and worked my way up to North Sea Region Engineering Manager.

Q: Tell us about your current job, and industry, and how your work is contributing toward a just transition to net zero?
A: I serve as the Regional Technical Director for Azerbaijan, Georgia and Türkiye at BP. My role, often known as Regional Engineering Authority, centres on safeguarding the safety, integrity and performance of a multi-billion-dollar portfolio of energy assets. Each day, my team and I oversee nine offshore platforms, one onshore terminal and 3,800 km of export pipeline, ensuring smooth, efficient and, above all, safe operations.

As the independent technical guardian, I rigorously uphold engineering standards, systematically manage risks, and ensure our solutions comply with regulations and industry codes – all while delivering production efficiently.

Q: How did you decide to make the jump to move to Azerbaijan?
A: The move was deliberate. After more than a decade in the UK with BP, I wanted a role with broader operational exposure and sharper strategic consequences – where technical decisions sit right at the intersection of safety, reliability, production and decarbonisation. Azerbaijan offered that: a complex operational environment, major infrastructure and a high-tempo stakeholder landscape.

Personally, it has been a real adjustment – different language rhythms, social norms and ways of working – but it has also been very enriching. What helped was approaching it with humility and curiosity: listening first, learning local context and building trust. It was not always easy, but it has made me a better leader – more adaptable, more culturally intelligent, and more intentional about how I communicate and influence. Furthermore, importantly, it reinforced for me that high standards on safety, integrity and technical rigour may travel well, but how you earn followership can be culturally-specific.

Q: How did you first hear about the Energy Institute (EI) and what motivated you to join?
A: Although I had built a strong technical foundation, there came a pivotal moment in my career when I recognised the need for a broader support network. As I progressed into more senior positions, new challenges emerged – whether it was managing multidisciplinary teams or keeping pace with rapidly evolving technologies. It was around this time that a senior colleague introduced me to the EI.

They spoke highly of the Institute’s professional community, and I was immediately drawn to the idea. I realised I was seeking more than just guidance within my immediate workplace; I wanted camaraderie and insight from professionals facing similar challenges across the energy sector. The thought of connecting with a community of experts and accessing a wealth of shared knowledge was incredibly appealing – it meant I wouldn’t have to navigate the industry’s complexities alone. This realisation inspired me to become an EI member.

Motivated to give back, I became Chair of the Technical Engagement Subcommittee within the Scientific & Technical Advisory Committee (STAC), contributing actively to the wider energy community. This role also afforded me a seat on the Board of International Energy Week, broadening my professional horizons even further. International Energy Week [taking place this year on 10–12 February] is a great event, and I would encourage anyone truly interested in the energy transition to attend.

Perhaps the greatest lesson I have learned from attaining CEng and FEI is that the journey of learning and development is never truly complete. Even after nearly three decades in the industry, I still see myself as a student – eager to learn, adapt and improve. The Energy Institute has been a steadfast partner throughout this journey, challenging me, supporting me and recognising my contributions. This relationship has made my career not only more successful, but also more fulfilling. 

Q: You were named a Fellow of the Royal Academy of Engineering earlier this year. What do you feel is the role that such senior figures as yourself should play in the energy industry and in our wider society?
A: I see senior engineers as having three responsibilities. First, to be stewards of standards and ethics; to keep safety, integrity and competence non-negotiable, especially when the pressure is on. Second, to translate engineering into public value. The energy transition is not just technology; it is affordability, security of supply and environmental responsibility. Senior figures must help society understand trade-offs honestly, without hype, and support evidence-based decisions. Third, to build the next generation by creating conditions where talented people can thrive. That means mentoring, sponsorship and actively removing barriers that prevent capable engineers from progressing.

Being recognised by the Royal Academy of Engineering is a privilege, but it is also a duty: to use credibility in service of safer assets, cleaner energy systems and stronger institutions.

Q: The Energy Institute supports the campaigning organisation POWERful Women, which is pushing for better gender representation in the sector. Why do you think the energy industry needs more people like you in senior ranks?
A: Representation is not symbolism, it is performance. Diverse leadership improves decision quality in complex, high-risk systems like energy: it reduces blind spots, improves challenge culture and strengthens governance. The sector also faces a talent and legitimacy challenge. If young people, especially women, do not see credible pathways to leadership, we lose capability at exactly the time we need our best engineering and operational minds.

Finally, people like me matter in senior ranks because we can actively sponsor others: not just mentor them, but open doors, assign high-value work and ensure that standards for progression are transparent and consistent. That creates a healthier culture, one where excellence is recognised, and where the best ideas win. In short, the industry needs more senior leaders who combine technical credibility with inclusive leadership because this is how you deliver safer, cleaner and more reliable energy.

The views and opinions expressed in this article are strictly those of the author only and are not necessarily given or endorsed by or on behalf of the Energy Institute.

If you’re keen to follow in Lydia’s footsteps, click to find more about how to become a Fellow of the Energy Institute (FEI).