PwC selects Elisabeth Hunt as energy and resources leader

Effective the 1st of July, Elisabeth Hunt will take the lead of PwC’s energy and resources practice.

“Liz takes the reins as energy and resources sector leader at what is a critical point in time. With her extensive expertise in the sector, she is very well placed to support our clients as they navigate challenges and opportunities,” said Drew Stevenson, energy, utilities and resources leader at PwC. 

Hunt brings more than two decades of experience in the sector to her new role, including the last seven years as PwC’s energy and infrastructure deals tax leader.

In that role, she has advised on numerous high profile upstream resources, energy services, renewables and infrastructure deals, in the UK and abroad, leveraging her experience in the sector and her experience of advising investors of private capital – with clients including leading institutional investors, multinational oil and gas companies and public utilities.

Hunt takes responsibility for the full value chain of PwC’s energy and resources services, covering refining, distribution and trading, as well as upstream oil, natural gas and LNG sectors. She takes over from Rob Turner – who had been UK energy and resources leader since 2022.

Speaking on her promotion, Hunt added, “The energy industry is going through a huge transformation and we need an unprecedented amount of collaboration to balance the transition to net-zero with the need for energy security, sustainability and affordability. I look forward to working closely with our talented industry teams, clients and colleagues across the wider network to collaborate on finding solutions to the challenges that our sector is facing and to make sure that we attract a diverse range of skills along the way.”

PwC is one of the largest professional services firms in the UK, and regularly assesses the health of the nation’s efforts to meet its net zero targets. Earlier in the year, this saw PwC conclude that the executive bonuses tied to sustainability efforts in many UK firms were for “easy to hit” targets, holding back more meaningful progress.