A successful journey of continuous improvement and digital transformation is being led by CIO James McLean… SSEN Transmission is one of the UK’s biggest electricity transmission networks. His team is uilding a digitally-enabled, AI-ready energy business to help meet the country’s clean power, energy security and net zero goals. In turn, this triggered a plan to upgrade legacy systems and deliver enhanced operational technology capabilities.
“We’re not just building a network,” says James. “We’re building a business capable of managing £20 billion in new assets. We’re operating nationally and serving as a critical enabler of the UK’s net zero strategy.”
Transformation at Scale
In 2019, SSEN Transmission became a standalone business unit, taking its first steps toward an ambitious, digitally-led future.
“When we became a distinct entity, it gave us the space to focus on a new business model,” explains James. “Moreover, we needed a clear plan, which for us was the T2 price control period – our investment roadmap from 2021 to 2026.”
The nature of the energy transmission business doesn’t allow for pauses. As James puts it, “It’s a hamster wheel. You’re delivering T1, ramping up T2, and already planning for T3. You’ve got to be thinking five years ahead, always.”
Scaling with Purpose in Digital and Operational Technology (OT)
At the start of SSEN Transmission’s digital journey, James had a small team of seven colleagues. Moreover, a big remit to modernise technology across the business. Today, he leads a 98-person function spanning digital strategy, operational technology (OT), cyber security, data platforms, and programme delivery.
“At the start of T2, we were awarded our Cyber Resilience for Operational Technology (CROT) funding from Ofgem,” continues James. “We’re running national infrastructure, so it’s imperative we raise our defences and improve our processes across digital and OT.”
The wider business has scaled too – from 470 employees in 2019 to around 2,500 today. “We didn’t just grow, we matured,” James reflects. “We’ve built governance, structure, and the muscle to deliver. As a result, we’ve had to stay agile to keep up with the pace of growth and the expectations placed on us.”
Much of this growth has been driven by the need to digitise core operations. Therefore, as projects scaled and regulatory scrutiny increased, SSEN Transmission recognised that legacy systems and manual processes were no longer fit for purpose.
“We’re not just building a network,” says James. “We’re building a business capable of managing £20 billion in new assets, operating nationally, and serving as a critical enabler of the UK’s clean power, energy security and net zero strategy.”