Women Of The C-Suite: Grace Park-Bradbury of Enersponse On The Five Things You Need To Succeed As A Senior Executive
Judgment/Conviction | A successful executive must have a strong sense of prudence, pursuing coherence and clarity in their decisions — meaning that they thoughtfully synthesize diverse perspectives to make strategic choices grounded in both logic and insight.
As a part of our interview series called “Women Of The C-Suite”, we had the pleasure of interviewing Enersponse COO, Grace Park-Bradbury.
As Enersponse’s new chief operating officer, Grace Park-Bradbury brings nearly 20 years of experience in scaling businesses across energy markets, utility data software, solar + storage, financing and electrification. Park-Bradbury held previous leadership positions with several notable companies — including BlocPower, Solar Mosaic, Sunrun, Oracle Utilities and EnerNOC — where she honed her expertise in driving growth and innovation in the clean energy sector. She began her career at Bain & Company, further developing her strategic insights. Park-Bradbury is deeply committed to both people and the planet, with a passion for creating a resilient and flexible grid that is essential for the transition to a low-carbon future.
Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
I’ve dedicated most of my career to climate tech, though I wouldn’t say it was the result of a meticulously crafted strategy. My journey began with earning a bachelor’s degree in literature, which led me to teach 6th grade English in the South Bronx as part of the Teach for America program. That experience was both challenging and eye-opening, a portrait of systemic dysfunction and the significant gaps in opportunity for our children.
In response to that dysfunction, I transitioned into strategic management consulting, supporting private equity clients and working out of a corporate environment where even the supply closet on the 36th floor of Embarcadero Center was better stocked than my entire middle school. It was a great training ground in business, but I soon realized that, for me, I could only deliver my best by aligning business with a purpose I believed in.
Since then, I’ve focused on roles that reflect my values — pursuing work that not only fills my days but also holds personal meaning for me. My entry into clean energy was somewhat serendipitous, and I’ve continued to navigate the field with a commitment to climate action. Each role has informed the next, with my most recent job search being driven by two non-negotiables: 1) a focus on climate impact, and 2) ethical, effective leaders with whom I can collaborate meaningfully.
My priorities have differed over the years, motivated by things like seeking greater influence, accessing a seat at the table, more competitive compensation or a fresh challenge. But the constant has always been the desire to drive meaningful change, especially in a sector as critical as climate.
Can you share the most interesting story that happened to you since you began leading your company?
I’ve only been in the COO role with Enersponse for three months, so I’m sure there are plenty of stories yet to come. But as a fully remote company, the face-to-face moments we have are especially impactful. Last month, we held an incredible all-company offsite in Albuquerque, New Mexico, which gave us a chance to connect in person, share stories and renew our sense of purpose as an organization — reminding us of the efforts, care and mission that we’re all part of.
It has been said that our mistakes can be our greatest teachers. Can you share a story about a mistake you made in the early days of your career or leadership roles along with any key takeaways or lessons learned from that experience?
Early in my management career, I didn’t fully appreciate how power dynamics affect team members and can shape interactions in unintended ways. At times, I let a culture I didn’t admire influence my management style, and I regret the caustic behavior that resulted. I also rushed to find the right answer, rather than drawing from the full range of our diverse experiences and perspectives. That experience taught me a crucial lesson: While you might walk faster alone, you can truly go the distance as a team. Since then, I’ve become far more intentional about fostering collaboration and a supportive organizational culture.
Is there a particular person who helped get you to where you are that you can share a story about?
I had the opportunity to work with a remarkable COO who would carefully communicate via genuine questions — not challenges. He made it clear he was inviting debate and context, not shutting down valuable input or asserting his authority. By intentionally disarming his own power, he showed that his perspective was just one among many, encouraging us to engage in richer, more impactful conversations. Observing this was a study in contrasts, and it taught me to be mindful of how power flows within a team and the importance of creating space for all voices and unique perspectives. This approach has led to more thoughtful and meaningful outcomes.
Leadership often entails making difficult decisions or hard choices between two seemingly good paths. Can you share a hard decision or choice you had to make as a leader?
Rather than stark, high-stakes choices, I believe leadership is often about the conscious, consistent application of values over time across differing situations. It’s in the small, everyday decisions about how we treat people — our customers, partners and teammates. Reflecting on and articulating those values helps guide clearer, values-aligned decision-making — not just for leaders but for the entire team.
Most of our readers — and people for that matter — think they have a pretty good idea of what a CEO or executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?
I understand that the role of a COO can seem a bit opaque, largely because it’s highly contextual and shaped by the relationship with the CEO. At Enersponse, my role is to unify the various teams within the company to ensure seamless operations. This means aligning diverse perspectives while articulating both explicit and implicit assumptions to drive the team toward clear decisions, actionable outcomes and shared ownership.
What are the “myths” that you would like to dispel about being a CEO or executive? Can you explain what you mean?
I may be an outlier in this regard, but I’m very comfortable not being the foremost expert in the room. Instead, I bring my own unique viewpoint and skillsets to the role, and together, we can make the best decisions and build the strongest team. While I may not know everything, I leverage my extensive industry experience to act as a strategic thought partner and drive positive outcomes across the organization.
In your opinion, what are the biggest challenges faced by women executives that aren’t typically faced by their male counterparts?
In my opinion, there are both internal and external challenges that come with being a female executive. Women often lack the Dunning-Kruger confidence — the cognitive bias where low expertise is paired with high confidence — so we often hold ourselves to very high — and sometimes unreasonable — standards. And, of course, experience and data show that there’s often more room for doubt around women’s capabilities, both from others and within ourselves, with our behavior sometimes judged more critically than men’s.
I’ve grown comfortable with not needing to please everyone, which I think that as women, we are often conditioned to seek. I think strong leadership is about finding the right answer, not necessarily on your own, and rallying the team with context and purpose to pursue that resolution. I’ve also learned the importance of adjusting my tone and delivery to ensure the message resonates, helping others feel connected to the goal — a valuable lesson for leaders of any gender.
What is the most striking difference between your actual job and how you thought the job would be?
I’m not sure there’s a striking difference — I was given a clear and accurate picture of the role, so it’s largely as I expected. The challenges and responsibilities align well with what I anticipated.
Is everyone cut out to be an executive?
Being an executive requires comfort with a certain level of abstraction — connecting conversations from the highest strategic levels to the most specific, human-centered needs. Not everyone enjoys bridging those perspectives. There’s also a unique pressure that comes with leading an organization, balancing the demands of real people with pressing needs against broader business goals.
You have to be committed to doing the right thing, even when daily decisions pull you in multiple directions. Often, it feels like the work isn’t immediately tangible, so patience with long-term outcomes is essential. Additionally, you need to be comfortable with rapid change, adapting to new narratives as they emerge without the luxury of multiple repetitions. Experience can be invaluable here, as it allows you to draw on past patterns and insights to make sense of evolving situations.
In your opinion, which specific traits increase the likelihood that a person will be a successful executive?
There are a few key qualities that I believe are essential for success as an executive:
Strong Judgment: Successful executives have a well-honed sense of discernment. They are often right in seeking internal coherence and logic while synthesizing diverse perspectives thoughtfully. This balance enables better, more consistent, decision-making.
Human-Centric Approach: A great executive cares deeply about the people affected by their decisions — whether it be customers, teammates, stakeholders or partners. They’re mindful of the ripple effects of their actions and are skilled at navigating the complexities of human relationships. Ultimately, their goal is to inspire others, to ‘teach them to yearn for the vast and endless sea,’ cultivating a shared vision and drive.
Any thoughts on who should avoid aspiring to be an executive? Please explain.
It’s difficult to dissuade those who are driven purely by the pursuit of power and status, but they often aren’t the best leaders. Those who climb for personal gain rather than a genuine desire to serve and guide others typically struggle with the responsibilities and overarching tenets of leadership. True leadership is more like Cincinnatus laying down his sword once his task was complete — focused on fulfilling a purpose, not wielding authority for its own sake.
What are your “5 Things You Need To Succeed As A Senior Executive” and why? (Please share a story or example for each.)
1 . Judgment/Conviction | A successful executive must have a strong sense of prudence, pursuing coherence and clarity in their decisions — meaning that they thoughtfully synthesize diverse perspectives to make strategic choices grounded in both logic and insight.
2 . Leadership | Effective executives guide others toward a shared vision, focusing on inspiring and motivating rather than asserting power. They understand the value of prioritizing their team and uniting them around a common goal.
3 . Humility | Setting aside ego and personal accolades allows leaders to establish true collaboration and collective accomplishments. They know when to step back and allow the team to share in growth and achievement, recognizing that success is built together.
4 . Adaptability | The pace of change can be dizzying, and a successful executive must be able to navigate shifting landscapes and emerging challenges, using past experiences to make sense of new situations and respond effectively.
5 . Empathy | Leadership isn’t just about achieving outcomes; it’s about understanding the human impact of decisions and inspiring others. A truly impactful leader connects with others’ needs, creating a nurturing environment where people are motivated and feel valued.
If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be?
Isn’t that the essence of the fight against climate change? We’re already deep into the climate transition — facing the reality of retreating from areas that are no longer safe, rising costs for basic necessities, pandemics, extreme weather and global instability. For me, it’s clear we’ve entered a new era, and our best chance to mitigate the damage, which will affect us disproportionately, lies in committing to this movement.
Is there a person with whom you like to have a private meal with and why?
I’d love to have a meal with my father, who passed away nine years ago — the same year my son was born. I imagine he’d have fascinating insights into where we are now and how the future has unfolded.
This was very inspiring. Thank you so much for joining us!
About the Interviewer: Dina Aletras boasts over 20 years of expertise in the corporate media industry. She possesses an in-depth understanding of growth, strategy, and leadership, having held significant roles at some of the UK’s largest media organizations. At Reach PLC, the UK’s largest tabloid publisher, she served in various director capacities. Additionally, she held leadership roles at The Independent Magazine Group and DMGT. Her extensive knowledge spans editorial, digital, revenue, sales, and advertising.
Upon relocating to Switzerland, Dina took on the responsibility of managing and promoting the international section of Corriere del Ticino — CdT.ch pioneering the English page “onthespot.” She also was the Co-Editor of Southern Switzerland’s first official Italian and English bilingual magazine.